ABM & go-to-market engineering for B2B
Marketing counts MQLs. Sales says they are junk. Nobody can name the accounts that will close this quarter. We choose the right go-to-market motion for your deal size, build the account-based programme that fits it, and wire the system underneath so the argument stops and the forecast holds.
Where the pipeline leaks
In most B2B teams the honest answer is “it goes to a shared inbox and someone picks it up.” Here is the path a hard-won enquiry usually takes, and where it dies.
No firmographic enrichment, no account match, no owner. A $2M account and a student project look identical on arrival.
Research from scratch, because nothing captured what the account looked at before they raised a hand.
The champion took it internally to five colleagues nobody on your side has ever spoken to, and there is no material built for them.
Marketing claims the webinar. Sales credits outbound. The CRM says “direct.” Budget gets cut on a story, not a signal.
Go-to-market strategy
Most GTM failure is a mismatch, not an execution problem: a ₹40 lakh ACV run on a self-serve funnel, or a ₹2 lakh product sold with an eight-touch ABM programme. We start by choosing, and we write down what we are deliberately not doing.
Fits when buyers search before they shortlist, and ACV supports a long payback.
Fits when the market is finite, nameable, and not searching yet.
Fits when a handful of accounts decide your year, and six people decide each account.
Fits when someone can get value alone, before procurement is involved.
Fits when someone else already has the trust and the install base.
The motion you are stopping. Every GTM plan we deliver names what comes off the table and what budget moves where, because a strategy that adds five things and removes nothing is a wish list.
The Opsiko four-layer model
B2B funnels hand a deal between marketing, an SDR, an AE, a solutions engineer and a procurement contact. Every handoff leaks. We map them first; the tooling follows.
Who is actually in market, and do you know it before they raise a hand?
Who owns it, how fast, and does anyone know if they didn’t?
What reaches the five people your champion has to convince?
Which activity produced pipeline, not which produced MQLs?
Account-based marketing
Most ABM programmes fail at the list, not the campaign. We build the list from what actually closed, tier it by what a deal is worth, and only then decide how much human effort each tier earns.
One-to-one
10–30accounts
Named accounts that change your year. Research per account, custom material, an executive sponsor on your side and a plan per committee seat.
One-to-few
50–200accounts
Clustered by industry, trigger or use case. Shared narrative, light personalisation, sequences per role rather than per company.
One-to-many
1,000+accounts
Programmatic coverage of the wider ICP, scored on fit and intent, feeding the two tiers above as signals appear.
How an account moves through the programme
Two quarters later
None of this needs a bigger team or a bigger stack. It needs one decision about how an account moves through your business, and tools that obey it.
Who we work with
Nobody adds a six-figure contract to a cart. The decision is made over months by people who never filled in your form, and the record of it lives in a CRM your campaigns cannot see.
Product-led and sales-led motions stitched into one funnel, with trial behaviour feeding account scoring.
Long referral-led cycles made measurable, with outbound that does not sound like a template.
Distributor and direct enquiries in one schema, with RFQ routing that does not sit in a sales inbox.
Bottom-up adoption connected to the top-down deal, so usage signals reach the AE before renewal does.
Data, consent & deliverability
Most outbound fails on infrastructure rather than copy. And in B2B the data question arrives with procurement, not after it.
Sending domains separated from your primary, warmed properly, with SPF, DKIM and DMARC set up before a single sequence starts.
Lists verified and suppressed against existing customers, open opportunities and anyone who has opted out, so sales never gets an angry reply.
Lawful basis recorded per contact, GDPR and DPDP handling written into the CRM, and a defensible answer when a prospect’s legal team asks where you got their data.
How an engagement runs
Three phases, each with a defined deliverable. The audit stands on its own whether or not you continue with us.
We trace every path from first touch to closed-won, time each handoff, and quantify where deals stall. We also read your last two quarters of closed-lost reasons, because that is where the honest answer usually sits.
GTM map, leak estimate, a written ICP and a prioritised remediation plan
Enrichment and scoring at capture, lead-to-account matching and routing rules, role-level sequences and sending infrastructure, and closed-loop attribution back into the CRM and the ad platforms.
A connected GTM stack, documented, running on tools you already own
Your CRO and CMO can answer three questions live: how much pipeline did we source, from which motions, at what cost. Then we train the team and step back, or keep running the motion, whichever serves you better.
One pipeline dashboard, a monthly review, a named senior owner
Evidence
We report on outcomes a board reads: pipeline sourced, win rate, sales cycle length, cost per opportunity. Not MQLs.
Pipeline
SQOnot MQL
Targets moved to sales-qualified opportunities once lead-to-account matching and fit scoring were in place.
Programme design standard
Speed to lead
1hour
Time for a hand-raise from a target account to reach an AE, down from more than a day in a shared inbox.
Anonymised client engagement
Reporting
1screen
Pipeline sourced and influenced by motion, answered in the QBR without three teams exporting spreadsheets first.
Anonymised client engagement
Demand gen creates the campaigns. GTM engineering builds the system those campaigns run on: ICP definition, enrichment, scoring, routing, sequencing infrastructure and attribution. Without it, more campaigns simply produce more unqualified volume and a louder argument between marketing and sales.
The test is deal size against effort. If an average contract is worth less than roughly ten times what a month of focused account work costs you, one-to-one ABM will not pay for itself, and one-to-few or one-to-many is the honest answer. Plenty of small teams run excellent ABM; almost none of them run it on thirty named accounts with a two-person marketing function.
From your closed-won data first, not from a database filter. We look at what actually closed, at what speed, and at what churned, then build the ICP from that evidence and size the list against your sales capacity. Trigger events keep it moving rather than leaving it frozen from January.
No. We make them effective. SDRs spend their day researching and re-keying because the system hands them nothing. We fix that, and they spend it on conversations instead.
Usually yes. Most teams are running perhaps a third of what they already pay for. We work inside your existing stack and recommend adding a tool only when the current one is genuinely the constraint.
Lawful basis is recorded per contact, lists are verified and suppressed against customers and opt-outs, and sending domains are separated and authenticated. We are not a law firm, so where a jurisdiction needs a formal opinion we work alongside your counsel.
Leading indicators move first: speed to lead, meetings booked from target accounts, and the share of pipeline that fits your ICP. Revenue follows your cycle, which is why we report on the leading numbers rather than asking you to wait three quarters for proof.
A 45-minute call where we map your current path from first touch to closed-won, time the handoffs, and show where deals are being lost. You keep the map whether or not we work together.
Free pipeline audit · 45 minutes
If marketing and sales cannot agree on which accounts are real, that is the project. We will map it live on the call.
You leave with
