How a new GTM framework turned cross-functional chaos into coordinated momentum
Overview
Industry: FinTech
Scope: ~ 18,500 employees | $3.8 Billion Revenue
Market Presence: United States and Canada
My Role: Director, Enterprise Business Agility
Focus Area: Go-to-Market Strategy & Cross-Functional Execution
Context: As part of a core leadership team, I helped design and operationalize a new go-to-market (GTM) framework to bring structure, alignment, and speed to how ideas moved from concept to customer.
The Challenge
The cross-functional go-to-market process was broken.
Plans were slow to deliver, and resources were strained because priorities were unclear. Teams struggled to deliver minimum viable products (MVPs) quickly enough to learn and adapt. Multiple handoffs made workflows inefficient.
Product marketing briefs varied widely in quality and format (if they existed at all). Products lacked clear roadmaps, and planning was reactive. The organization needed sharper insight into the prize size of each idea, the unique value it offered, and the marketing approach required to reach clients effectively.
Simply put: teams were working hard, but not in sync.
The Solution
Working as part of a cross-functional leadership group, I helped co-design a new go-to-market (GTM) framework customized for our company’s structure, culture, and pace.
The framework was collaboratively developed with input from multiple disciplines and focused on four core areas:
Assessing the market
Defining the “who,” “what,” and “how” of product delivery
Clarifying ownership, inputs, and outputs across functions
Building a shared understanding of client needs and value proposition
To make it work in the real world, I:
Mapped the GTM lifecycle from idea to launch, clarifying inputs, outputs, and ownership across functions.
Helped develop resource materials and learning tools for leaders and teams to use as daily reference guides.
Facilitated workshops to align 50+ leaders on shared terminology and expectations.
Developed training materials for managers and contributors to reinforce consistency and reduce confusion.
Built executive stakeholder buy-in by incorporating feedback early and often, ensuring adoption across teams.
The Results
→ Presented the refined GTM framework to executives across 14 business areas to gain alignment.
→ Facilitated four large-scale hybrid workshops with ~150 attendees each within the first 60 days.
→ Achieved 100% participant satisfaction and an average post-training score of 4.5/5 (“valuable use of time”).
→ Improved cross-functional collaboration and speed to market by clarifying ownership and reducing bottlenecks.
→ Created a repeatable, scalable GTM process now embedded in enterprise planning.
When teams know the plan, the process, and their part in it, execution becomes inevitable.
Skills Applied
Strategic thinking & design
Process design & optimization
Instructional design & facilitation
Product marketing & enablement
Cross-functional collaboration & teamwork
Communication & stakeholder alignment
Ready to align your team around one shared roadmap?
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