Writing
Short pieces for people who have to make a decision this quarter. Who to hire, which tool actually carries the weight, what a credential proves, and what a vendor's own documentation says when you read it instead of taking its word for it. Everything here answers one question, names its sources, and shows where the evidence stops.
The rest of this site is built around roles and engagements. This part is built around decisions, which is a different job and needs a different shape.
Most writing about go-to-market engineering is written by people selling into it, which is fine until you need to choose something. Then you want the inconvenient half: the thing the vendor page says in the FAQ rather than the headline, the number a benchmark actually measured rather than the one it gets quoted for, and a clear statement of what nobody has measured yet.
The rules here are why this sits separately from the service pages.
If you are earlier than a decision and want the fuller explainers, they live on their own pages: what a GTM engineer actually is, the buyer's guide to hiring one, and the forward deployed engineer explainer for the customer-facing version of the same seat.
The sales velocity formula, a worked example where velocity rises 15 per cent while bookings fall, why the four inputs are coupled rather than independent, why blending segments breaks it, and what it cannot see.
Read it →How a spiff differs from commission, bonus and contest, the four ways spiffs go wrong including pull-forward and funding your own discount, five rules for running one, and the test for when the plan should change instead.
Read it →The four adjustments missing from most sales capacity models, why average attainment misleads, why recruiting lead time is the binding constraint, and how to run the model before anybody shows you the target.
Read it →First, second and third-party intent compared, the inference chain behind a third-party surge alert, three questions to ask a vendor, the first-party signals most teams ignore, and when buying it is worth the money.
Read it →Why most mutual action plans are abandoned by week three, what a real one contains, why it has to be built in the room with the buyer, and how to read a refusal to commit as information rather than an objection.
Read it →Vertical, horizontal and multichannel conflict, why it is structural rather than interpersonal, the four questions deal registration never answers, the pricing decision underneath, and when not to build a channel at all.
Read it →Quote to cash fails at the seams rather than inside the steps. How it differs from order to cash, the four handoffs that break, why configuration decides the data model, and what to settle before buying a suite.
Read it →List price to pocket price, and why the off-invoice half is usually the larger one. How to build a waterfall on incomplete data, what it changes once you have it, and how it differs from revenue leakage.
Read it →Most leakage happens on the boundaries, not in the billing engine: discount to contract, contract to billing, contract to renewal, usage to metering. How to reconcile three systems to find it, and why the recurring leaks beat the large ones.
Read it →The 3x rule is arithmetic, not a benchmark: required coverage is one divided by your win rate. Why the ratio moves without anything improving, why to segment before dividing, and when not to use it at all.
Read it →The textbook answer is scope. The distinction that predicts whether the function works is whether it can change a definition or only report against one, what a rename actually moves, and when sales ops is the right answer.
Read it →A PQL rests on behaviour in the product, which is strong evidence of engagement and silent on authority. Where it sits against MQL and SQL, how to derive the threshold instead of choosing it, and why free tiers change the arithmetic.
Read it →Why most account scoring models rank accounts without changing what anyone does, why fit and intent should stay separate, where the weights should come from, and when not to build one at all.
Read it →Lead routing rule sets grow by addition and nobody owns the subtraction. What the evidence says about speed, what round robin actually buys, the rules you can delete, and when to route by hand.
Read it →The four situations to test a plan against before shipping it, what each component actually buys, the complexity ceiling, and why quota is usually the broken part.
Read it →Start from what reads the field, why the waterfall order decides the bill, enriching on a trigger rather than a schedule, and the three cases where you should not enrich at all.
Read it →Why the closed-lost dropdown measures what sellers record rather than why buyers chose, what actually produces a usable answer, how many interviews, and when not to run a programme at all.
Read it →What a deal desk actually does past the glossary definition, when it earns its cost, the queue failure every desk hits, and what to build before naming anyone to it.
Read it →The test to run before hiring anyone, what transfers and what does not, the three mistakes in the order they get made, and when founder-led sales should carry on longer than the advice says.
Read it →The four architectures and what each costs, why the seeded data decays, the three failure modes in the order they happen, and the three cases where you should not build one.
Read it →Cleaning a CRM buys about a quarter. Count your write paths first, constrain the fields that drive decisions, clean once against the same definitions, and instrument the decay.
Read it →The six steps of an SDR workflow automate at very different rates. Which to start with, the one everybody automates too early, what an AI SDR tool does not replace, and how to tell whether it is working.
Read it →Where the title came from and who coined it, what the role does, the skills and tools postings actually ask for, what it costs, and how it sits against RevOps and the neighbouring titles.
Read it →The workflow-versus-agent line was drawn by the people who build the models, not by marketing. This covers where that line actually sits, six tests you can run on a vendor's claim before believing it, and the question most of the category skips: whether the job should be agentic at all.
Read it →The bowtie funnel extends the funnel past the closed deal, and its authors call it two things: a customer journey model and a data model. Most teams adopt the first and skip the second. This covers what it gets right, and the specific place that omission breaks it.
Read it →Every page ranking for this is a list of providers written by a provider. This is the setup instead: the three DNS records and what each one asserts, why outbound never sends from your main domain, the four numbers worth watching, and the three cases where you should not build it at all.
Read it →Cold outbound starts from a list and hunts for a reason. Warm outbound starts from a reason and hunts for who it applies to. That order is the whole method, and it explains why detection scales, interpretation does not, and buying the first without the second produces a mail merge with a fact in it.
Read it →Every demo of this job I have sat through shows a table filling up with green cells, which is the part that films well and the smallest part of the work. This covers what the hours actually go on: why the order of providers in a waterfall decides the bill, where judgment belongs and where a formula is the wrong place for it, and the settings Clay itself tells you to use to stop work happening on rows that will never qualify.
Read it →The first result for this search is a certification page that is not currently issuing certifications, and nothing in the four results around it tells you how to check the person you are about to pay. This covers what the Clay credential proves and what it does not, the two separate meters Clay bills on and why they decide what a badly ordered workflow costs you, and six questions worth asking before money moves.
Read it →The full explainer for the role Palantir built and enterprise AI copied: what the job actually involves, how it differs from the seats it gets confused with, and why the demand for it moved fourteen months ago rather than fifteen years ago.
Read it →The long one. Which tool your team is actually on, the four outcomes worth shooting for, and the separate paths depending on where you are starting from. Written to be worked through rather than read.
Read it →The acronym has three common meanings and only one of them is a job. This is the engineering one: what an FDE does that a normal engineer does not, where the demand came from, and why the search volume looks bigger than it is.
Read it →Three seats that get used interchangeably and should not be. What each one is accountable for, where the boundaries actually fall, and which one you are trying to hire when you think you want the other.
Read it →Next step
Tell me which system you want built first. You get example profiles and a call with your pick before anything starts.
Placement runs through AYTalent. Engineers are employed and trained on the bench before they start with you.