The Go-to-Market Reset

The problem

Consumer buying, technology, and marketing strategies are changing. Fast. Most orgs haven’t caught up and most leaders aren’t sure where to start.

Technology is rewiring discovery, trust, and distribution. Most teams are still organized around an older path to purchase—older channels, older handoffs, older assumptions.

So teams compensate with motion:

• More campaigns
• More meetings
• More tools
• More “alignment” discussion

…and less growth you can explain or repeat.

Most companies have a marketing plan and call it strategy. Strategy is choices. An operating model is how those choices become reality.

The strategy

The Reset outlines the strategies most plans skip:

• Where the growth actually isthe opportunity, the audience, the offer
• What you own versus what you renthow much you’re spending on collapsing funnels and channels where trust is dying, versus the assets that compound
• Distribution, your unfair advantagethe partnerships, channels, and infrastructure you already have—the thing most plans never use

Then the machine gets rebuilt to run it, efficiently.

What the Reset is

The Reset is an intervention in three phases that rebuilds:

What you get

• The strategy: opportunity, audience, offer, distribution—documented
• Offer + audience focus: what you’re saying no to, immediately
• Distribution design: the channels and relationships that can carry the offer
• Operating model: roles, interfaces, decision rights, escalation paths
• GTM plan: priorities, sequencing, measures, cadence
• The Leverage Map (1 page): what you own vs. rent—and where the next dollar compounds

The arc

You get a working system. Not just a strategy deck.

Who it’s for

Best fit if:

• you’re a new CMO or growth leader in your first 90 days, deciding what to keep
• you just raised, and the plan is suddenly bigger than the org that runs it
• the quarter was missed and nobody agrees why
• a launch or repositioning didn’t land
• the team is overwhelmed, unclear, or organizationally unaligned

Why Banquet

I build GTM systems that survive business realities and pressures. I’ve done this at large scale organizations and in zero-to-one start ups with thin teams:

• Launched Instagram Reels to 2 billion people—one of 27 products I took to market there—and rebuilt the product marketing org while doing it
• Nine years at Visa taking chip and contactless payments to market, running a consulting arm inside banks and merchants
• First marketing hire at a venture-backed startup, building the function from zero

The failure modes are different at each end and most teams borrow solutions from the wrong scale.

Proof

A health-tech scale-up rebuilding for the AI era.

• Strategy stopped being built via decks. Decisions get made by people in a room, not async comment threads.
• Intake rebuilt so every request is about the business—scored, with a bar for what counts as a project. A model decision, not politics.
• A month after the sprint, the team fully owned the system: building their own tools, running workshops, energized.

“A lifesaver for the team and exactly what I needed for positioning in the AI era for our brand.”

—Scale-up Healthtech CMO

Inside a reset: a health-tech scale-up’s go-to-market, rebuilt →