GTM STRATEGY

The Challenge

Enterprise platform decisions involve multiple leadership stakeholders, each responsible for evaluating different dimensions of the investment. 

Across teams, discovery often focused on individual conversations rather than the full decision landscape. 

This led to: 

• inconsistent discovery practices 

• late-stage deal friction 

• limited visibility into risk 

• misalignment across stakeholders 

Leadership needed a structure that reflected how enterprise decisions are actually made.

The Framework

Discovery was organized into four leadership perspectives:

Tier 1 — HR & Talent Leadership
Workforce challenges, talent strategy, and capability development. 

Tier 2 — Technology/Technical Leadership
Architecture, integration, security, and implementation feasibility. 

Tier 3 — Finance, Strategy, and Transformation Leadership
Financial impact, ROI validation, and transformation priorities.

Tier 4 — Executive Leadership
Enterprise strategy, organizational direction, and long-term value.

Each tier required validation before opportunities could advance.

Governance Model

To reinforce structured discovery, the framework introduced governance tools that supported consistent inspection and risk identification:

• persona discovery guides 

• stakeholder discovery priorities 

• evidence validation checklists 

• failure-pattern analysis 

• executive alignment briefs 

• decision pathway mapping 

Discovery became a repeatable operating discipline, not an isolated training event.

Leadership Role

I led the end-to-end design and rollout of the framework, including:

• framework architecture 

• persona research and synthesis 

• validation criteria 

• enablement curriculum 

• discovery tools and templates 

• executive rollout narrative 

• global program delivery 

The objective was to embed discovery into how teams prepare for complex enterprise decisions.