A full GTM assessment followed by a 12-month embedded build of outbound capability, CRM infrastructure, and sales leadership supporting a major revenue growth initiative.
A construction and government services company had built a strong business over many years. Solid reputation, long-standing client relationships, and a portfolio of work that spoke for itself. Annual revenue was in the range of $100 million. Leadership had set an ambitious target: double or triple that figure over the next few years.
The challenge wasn't the market. Demand was there. The challenge was that the company's revenue was almost entirely driven by existing relationships, word of mouth, and the personal networks of a small number of senior leaders. There was no defined sales process, no outbound function, and no structured pipeline. If leadership wanted to understand where new business was going to come from, there wasn't a reliable answer.
Before committing to a major growth initiative, leadership wanted an honest picture of where things stood: what was working, what wasn't, and what it would actually take to build the kind of revenue engine that could support their growth targets.
Summit conducted a full Sales and Go-To-Market Assessment, beginning with structured interviews with eleven stakeholders: the CEO, President, Chief Experience Officer, Chief Operating Officer, the head of each major division, the VP of Sales, two Directors of Business Development, and the marketing leadership team.
Each interview followed a structured framework covering current responsibilities and workflow, how new business was identified and pursued, pipeline health and conversion rates, CRM usage and data quality, communication between departments, and the specific challenges each leader experienced in growing the business.
Following the stakeholder interviews, Summit spent two additional weeks conducting analysis: reviewing CRM data, auditing the sales process end to end, evaluating marketing and sales alignment, assessing systems integration, and benchmarking the company's practices against what effective sales organizations in comparable industries typically look like.
The final deliverable was a written assessment report and executive slide deck, presented in a live readout session with the full leadership team. The report covered findings across five themes (sales structure, pipeline management, CRM, marketing alignment, and organizational capability), paired with a prioritized roadmap of specific recommendations organized by 90, 180, and 360-day horizons.
Following the assessment, Summit was engaged for a 12-month embedded engagement to drive implementation: building the outbound capability, configuring and optimizing the CRM, developing sales playbooks and training materials, and providing ongoing sales leadership through the critical first year.
The assessment was delivered on schedule with a full executive readout. The 12-month implementation engagement launched targeting $30 to $45 million in qualified new pipeline, five to ten new client accounts, and a meaningful increase in annual revenue run rate attributable to the new sales infrastructure.
An assessment is the right first step.
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