SportsTech go-to-market consulting
Go-to-market consulting for SportsTech companies.
I work with founders and leadership teams on the commercial decisions that become expensive when they remain unresolved — who to sell to, how to position the product, how to take it to market, how to win customers and where to focus next.
The work can start before launch or after early traction. The common denominator is the same: a product ready to meet the market and a commercial question that needs better evidence before the company commits more time, people or capital.
Timing
When should you bring in a GTM consultant?
Go-to-market consulting is most useful when the product is real but the commercial motion is still uncertain.
Before product launch
You need to validate ICP, positioning, buyer, pricing or route to market before committing to a launch motion.
After early customer wins
You have customers, but it is still unclear why you are winning, which segment deserves focus or how to make acquisition repeatable.
Before entering a new market
You need evidence around buyer behaviour, positioning, channels, partnerships and sales before entering a new international market.
When commercial decisions are becoming expensive
Sales, marketing, product and partnerships are making decisions based on different assumptions and the business needs a clearer commercial direction.
Scope
What a GTM consulting engagement can cover
ICP, Positioning & Value Proposition
- Who should we sell to?
- Which use case matters most?
- Who is the economic buyer?
- Why should they choose us now?
Sales, Partnerships & Distribution
- How should founder-led sales evolve?
- What should the repeatable sales motion look like?
- Which partnerships can genuinely create distribution?
- Where is pipeline getting stuck?
Customer Acquisition & Market Expansion
- Which acquisition channels deserve focus?
- How should we test a new segment or market?
- What needs to be true before international expansion?
- Where are activation, retention or monetisation limiting growth?
Product Launch & Route to Market
- Which buyer and segment should the launch target first?
- Which pricing and route-to-market assumptions need testing?
- What should the initial go-to-market motion look like?
- What evidence is needed before committing more resources?
Engagement
Two ways to work
Advisory
Senior commercial support around key decisions, priorities and trade-offs. Best when the challenge evolves over time and founders or leadership teams want an experienced operator involved in the decision process.
Focused Projects
Fixed-time work around one specific commercial growth challenge. Best when the question is clear enough to define, investigate and resolve without creating a long consulting engagement.
Typical focused projects run around 4–6 weeks, with scope defined around the problem rather than a fixed volume of deliverables.
See Focused ProjectsHow I approach the work
Diagnose → Focus → Validate → Build → Scale
The work starts with evidence, not channel activity. The objective is to reduce commercial uncertainty, identify what is worth testing and turn what works into something the team can repeat.
- 01
Diagnose
Understand the commercial system, customer evidence and constraints.
- 02
Focus
Identify the few decisions or bottlenecks that matter most.
- 03
Validate
Test assumptions with customers, market evidence and commercial experiments.
- 04
Build
Turn learning into positioning, sales, partnerships, acquisition or operating systems.
- 05
Scale
Concentrate resources on what has earned the right to scale.
Fit
Who this works for.
Good fit
- A product ready to meet the market or already in market
- Some evidence of demand
- A meaningful commercial or growth decision to make
Not a fit
- Idea-stage companies looking for generic strategy decks
- Outsourced marketing execution
FAQ
Questions buyers ask.
- What does a go-to-market consultant do?
- A go-to-market consultant helps a company reduce uncertainty around how a product reaches and wins its market. That can include ICP, positioning, pricing, buyer behaviour, sales motion, acquisition channels, partnerships, product launch and market expansion.
- Can you help before product launch?
- Yes. I work with products that are ready to meet the market, even when they have not yet built repeatable traction. The objective is to validate the commercial assumptions behind the launch rather than treat hypotheses as proven GTM.
- Do you work with existing commercial teams?
- Yes. Advisory can sit alongside founders, sales, marketing, partnerships and product teams. The role is to improve commercial decisions, not replace the people already doing the work.
- Do you work with US and European companies?
- Yes. I work internationally with companies based in Europe, North America and other markets, as well as businesses expanding into new geographies.
Let’s talk
Have a commercial question that is slowing growth?
Tell me what is working, what is stuck and what you have already tried.