--- title: Go-to-Market | Summatt — Fractional CMO, Sydney description: Launching a product, entering a market or repositioning? A go-to-market plan that aligns sales and marketing on who's being sold to and what counts as a lead. --- [Skip to content](https://www.summatt.com/go-to-market#main-content) [![](https://www.summatt.com/hs-fs/hubfs/summatt-lockup-stacked-1000.png?width=1000&height=548&name=summatt-lockup-stacked-1000.png)Homepage](https://www.summatt.com/?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market) - [Customer Experience](https://www.summatt.com/customer-experience?hsLang=en) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability?hsLang=en) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) - Services - [Marketing Strategy](https://www.summatt.com/marketing-strategy?hsLang=en) - [Go-to-Market](https://www.summatt.com/go-to-market) - [Customer Experience](https://www.summatt.com/customer-experience?hsLang=en) - [Interim Marketing Leadership](https://www.summatt.com/interim-marketing-leadership?hsLang=en) - [Marketing Diagnostics](https://www.summatt.com/marketing-diagnostics?hsLang=en) - [Team & Capability](https://www.summatt.com/team-and-capability?hsLang=en) - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Book a call](https://www.summatt.com/book-a-call?hsLang=en) Fractional CMO · Strategy · Go-to-Market · Customer Experience # Go-to-market One message, the channels that earn their place, and a sequenced plan with dates against it. The test is whether your existing team can execute it on Monday without me in the room. [Book a call →](https://www.summatt.com/book-a-call?hsLang=en) /01 ## The conversation usually starts with one of these "We've just raised capital and the go-to-market story needs to hold up in the boardroom." "We're launching into a new segment and nobody agrees on the sequence." "I suspect the agency is selling us activity, not outcomes." /02 ## Go-to-market plans rarely fail on the plan. They fail at the handoff. Marketing produces something it calls a lead. Sales doesn't recognise it as one. Within a quarter each is quietly blaming the other, and the campaign that was supposed to prove the strategy is instead evidence in an argument nobody can win — because nobody ever wrote down what a qualified lead actually is. Both sides are right, which is why it never resolves. That isn't a CRM problem or a creative problem. It's an agreement problem, and it sits above both functions — which is exactly why go-to-market work that stops at the marketing boundary tends not to survive contact with a sales team. I've run both. Sales has reported to me in senior in-house roles, so I've sat on the other side of that argument with a number attached to the outcome. The go-to-market work I do covers the handoff, not just the demand that feeds it. Where it breaks The plan isn't the hard part. The handoff is. /03 ## How the work happens Senior time, a minority of your team's capacity to manage, and a clear end point. Phase 1 · 2–3 weeks ### Diagnose Who's actually buying and on what basis, which channels have earned their place on the evidence, and where the current plan is running on habit. Phase 2 ### Decide The one message, the channels that stay, the channels that go, and the sequence with real dates against it. Phase 3 ### Hand over The plan transferred to your existing team with the reasoning attached, so the decisions still hold when something changes. /04 ## What you get 01 One message that holds up across every channel, not a different story per platform 02 Channel prioritisation based on where your buyers actually spend attention, not habit 03 A definition of a qualified lead that sales has signed off on, not just marketing 04 The handoff rules — what sales receives, when, and what's expected to happen to it 05 One set of numbers both teams report against, so the pipeline conversation stops being two versions of the truth 06 A sequenced plan with real dates, not a strategy deck that stops at slide 40 07 The split between what earns revenue this quarter and what builds presence for the next one 08 What to stop doing, named explicitly, so the plan fits the capacity you actually have 09 A handover to your team — the goal is that you don't need me running it /05 ## Recent example A mining technology client came to Summatt saying “our CRM needs fixing”. The CRM was working exactly as built. What was missing was a documented definition of a qualified lead — so the system was faithfully recording a definition that didn't exist, and marketing and sales had spent a year disagreeing about numbers that meant different things to each of them. Fixing the definition fixed the CRM. [Read the full story →](https://www.summatt.com/case-studies?hsLang=en) 20 yearsIn senior marketing roles, in-house $20–100MTypical client revenue range BothSales and marketing have reported to me /06 ## Who this is for You're launching something new, entering a new segment, or your current go-to-market has drifted into a list of disconnected tactics with no sequence behind them. This often follows a strategy engagement — turning the direction into an execution plan your team can actually run. Good fit - There's a team in place to execute — you need the plan, not the hands - A launch, a new segment, or a raise has made the sequence urgent - You want the channel list justified rather than inherited Not a fit - You need someone to run the campaigns, not design the plan - The channels are already locked in and you want them validated - There's no one to hand it to when the engagement ends /07 ## Engage Summatt. Get Stu. ![Stuart Matthewman, founder of Summatt](https://www.summatt.com/hubfs/stuart-matthewman-portrait-v2.jpg) Twenty years in senior marketing roles, most of it in-house rather than in an agency — which means I've had to live with my own recommendations, not just hand them over and move on. I'm direct, I show the working, and I'll tell you when something's rubbish. Nicely. On the record Former CMO of an ASX-listed technology company. Currently head of marketing, on contract, for an ASX-listed healthcare group. Sales has reported to me in both. Get in touch ## Tell me what's going on. I read these myself and reply within a day. If it's obvious from your message that I'm not the right person, I'll tell you that too — and usually point you at who is. Your details go into my CRM so I can reply, and nowhere else. I don't sell data or add people to lists they didn't ask for. The [privacy policy](https://www.summatt.com/privacy-policy?hsLang=en) has the detail. - Services - [Case Studies](https://www.summatt.com/case-studies?hsLang=en) - [About](https://www.summatt.com/about?hsLang=en) - [FAQ](https://www.summatt.com/faq?hsLang=en) [Privacy Policy](https://www.summatt.com/privacy-policy?hsLang=en) · [Terms of Engagement](https://www.summatt.com/terms-of-engagement?hsLang=en) · © 2026. All rights reserved. ```json { "@context" : "https://schema.org", "@type" : "Service", "areaServed" : { "@type" : "Country", "name" : "Australia" }, "description" : "Launching a product, entering a market or repositioning? 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