Removing the drag from Device Solutions’ GTM system

La situació

The CRM could not be fully trusted. Lists were built by hand. Sales reps spent a meaningful share of their week on work that was not selling. Ops was stuck reacting instead of improving.

Every GTM action required more effort than it should have.

They did not need more leads or another campaign. They needed the accumulated chaos turned into something intentional.

The real problem

At first read this looks like an outbound or campaign issue. It was not.

Once we mapped the full GTM flow, the issue was structural. The system had never been designed to support the way the business was already operating.

Data lived across multiple tools. Lifecycle stages existed but enforced nothing. Automations ran in isolation rather than as a system.

That produced a set of second-order problems that are easy to misdiagnose:

Sales could not fully trust what they were seeing, so they built their own side records.

Ops could not build anything without worrying it would break something else, so improvements stopped.

Attribution was fragmented, so decisions got made on partial information.

The approach

We did not start by adding activity or patching isolated problems. We started by understanding the system those activities would have to run on.

So we mapped how revenue actually flowed, end to end:

Where data entered the system. How it moved through Sales. Where it duplicated, stalled or went stale. Where manual work had quietly become the norm.

That map dictated the work. Instead of treating symptoms one at a time, we removed the constraints holding the system back, in the order that unblocked the most downstream work.

Everything followed one rule. If it did not reduce friction or create long-term leverage, it did not ship.

Què vam construir

The CRM spine. Duplicate records, inconsistent fields and brittle logic were breaking everything downstream. Once the data model was cleaned and governed, the CRM stopped fighting the team and started supporting them.

Lifecycle structure. Clear stages, clear transitions, clear rules for how leads and accounts progressed. Less guessing, fewer edge cases, and a model that reflected how Sales actually worked rather than how a template said it should.

A repeatable list engine. List building stopped being something a person did manually and became something the system generated, enriched and refreshed on demand.

Tool alignment. Data flows in one direction instead of five. New workflows stopped breaking old ones. Improvements stopped creating cleanup work later.

And none of it lived only in execution. Every core workflow was documented as it was built. SOPs and flowcharts made the system understandable, repeatable and transferable, which is what separates a system from a dependency.

What changed

The biggest change was not a metric. It was how the team worked day to day.

Sales stopped second-guessing the CRM. They could trust what they were seeing and spend the time on selling instead of fixing data.

Ops stopped firefighting. Instead of reacting to broken workflows and bad inputs, they could improve the system knowing changes would not ripple unpredictably.

Lists stopped being a blocker. When the team needed a segment, the system produced it without a manual scramble.

GTM work became additive instead of fragile. New workflows did not break existing ones.

And leadership finally had a system they could look at and say, this is how revenue moves here.

Nothing changed overnight. Friction dropped across the board, and once friction drops everything else moves faster.

Everything you’ve worked on with us so far has been awesome. What I like is that we can come in with half-baked ideas, and you guys just figure out how to make it work. I don’t want to spend 40 hours a week behind a screen wiring this stuff up, and I don’t have to.

Ted Dann, Founder, Device Solutions

Why this matters

This was not about fixing a few broken workflows. It was about installing a GTM system that could keep evolving without collapsing under its own weight.

Because the foundation was built properly, Device Solutions did not just end up with a cleaner CRM. They ended up with something to build on. New workflows, new segments and new initiatives no longer start from scratch.

That is also why the work did not stop at project delivery. Once the core system was in place, it made sense to keep improving it. We continue working together on a fractional basis, extending and refining the same system rather than bolting disconnected solutions onto it.

The value here is not a single outcome. It is a system that compounds.

Per a qui és això

Teams that are already selling but feel the drag underneath everything they do.

Where revenue exists but the systems have not caught up. Where Sales does more admin than it should. Where the CRM technically works but nobody fully trusts it.

It is for founders and GTM leaders who already know that adding more activity will not fix a structural problem, and that scaling on top of chaos only produces more chaos.

If that sounds familiar, the issue usually is not effort, talent or tools. It is the system underneath.