TWO QUESTIONSIs your executive team Getting GTM® Right so you can build your company for growth?If you will be (i) seeking new funding, (ii) pursuing corporate partnering or M&A deals, (iii) developing your portfolio of offerings; and/or (iv) seeking to improve your current operating performance during the next year - then investors, partners and customers will be scrutinizing your go-to-market (GTM) strategy. Are you ready for prime time?ONE CHALLENGEThe most common reaction I get from executives when I ask them about how confident they are that their GTM strategies are robust: "We've got it covered." I understand the comment as I said the same words during my CEO days. But here is the problem: Some 70% of products flop or fail outright while close to 100% of executives believe their companies fall in the remaining 30% category.What basis do you have for being confident your company will end up in the 30% category?I developed the GTM Readiness Self-Assessment online survey - based on my novel GTM Persuasion Framework - to allow teams to test their GTM strategy to ensure they are internally aligned before they are subjected to external diligence scrutiny.My challenge: Have your team take the survey and let's discuss the results in a PowerLab® workshop customized around your team's answers. After the workshop, all of you can (re)assess your readiness.I look forward to talking with you.Strategy. Performance. Results.®WHO I WORK WITHExecutives. Equity Investors. Boards of Directors. Bankers.WHY MEI bring a been-there, done-that operating executive mindset to my GTM consulting work. Drawing on experience in 12 C-suite roles (CEO-6, COO-2, CFO-4), I serve as a peer-level partner with CEOs and other C-suite members as well as their investors and Board members so their company can develop the robust GTM strategies that will persuade investors, corporate partners, and customers to care enough to invest or partner with their company and buy its offerings.I have worked in or with 52 companies who have ranged from startups to large companies, and from high-growth organizations to turnarounds. Most were funded by venture capital, angel, and private equity investors. I have also led GTM strategy workshops with approximately 125 startups. There is very little I have not seen.I have raised $317 million of debt and equity monies in public (IPOs, secondaries, PIPES) and private markets, closed 10 business development deals, and been involved in 5 M&A transactions.MBA, Stanford Graduate School of Business. BS, Harvey Mudd College.