Build a Data-Driven GTM Case

Company Context

PulseBoard is a B2B SaaS company that sells analytics and workflow software to mid-sized retail chains. The company has $28M ARR, grows at 18% YoY, and serves 1,200 customers across North America. PulseBoard has historically relied on founder intuition and sales feedback to make pricing, packaging, and expansion decisions. The CEO now wants the company to become more data-driven as growth has slowed and competitors are targeting the same customer base with lower-priced offerings.

Strategic Situation

You are the Head of Strategy. The executive team is debating whether to shift next year's growth plan toward a more data-driven go-to-market model: tighter ICP targeting, segmented pricing, and channel reallocation based on conversion and retention data. Some leaders support the change, but others argue that the company should continue relying on sales relationships and broad market coverage. You need to recommend how to advocate for a data-driven strategy and whether the numbers support changing the current approach.

Data Points

Deliverables

1. Assess whether PulseBoard should advocate for a more data-driven growth strategy now.
2. Identify which customer segment(s) and channel(s) appear most attractive based on the data.
3. Recommend how to reallocate go-to-market investment across segments and channels.
4. Explain how you would persuade skeptical executives who prefer intuition-led decision making.
5. Propose a 12-month plan with measurable milestones and decision checkpoints.

Constraints

• Total GTM budget can increase by no more than 10% next year.
• Sales headcount is frozen for the next two quarters.
• The board expects the company to improve growth to 25% YoY within 12 months.
• Any major pricing or channel shift must show results within two quarters to maintain executive support.