ICP and segmentation leadership

I bring the discipline and practitioner insight to narrow an organization’s focus to the buyers and segments most likely to purchase, stay, and expand — and the work ethic to keep sales, marketing, and customer success aimed at the same targets every quarter, not just once.

The organizations where this experience pays off fastest usually recognize these signs:

• Win rates vary widely by customer type, and no one can say why
• Marketing and sales disagree on what a good lead looks like
• Pipeline is broad, but few deals close or renew

• Analysis of closed-won and closed-lost history to find where you truly win
• Ongoing buyer and customer conversations to keep the ICP current
• Leading revenue leaders to agreement on priority segments
• Translating the ICP into targeting, territories, and account lists

• A living ICP definition: firmographics, technographics, buying triggers, and disqualifiers
• A segment scorecard ranked by fit, win rate, deal size, and sales cycle
• Buyer maps for each priority segment: economic buyer, champion, and likely blockers
• A quarterly review rhythm so focus doesn’t drift

1. Days 1–30: listen, pull the data, and interview buyers and teams
2. Days 31–60: score segments and align leaders on where to focus
3. Days 61–90: launch the focus in pipeline targets and measure early signals

Focus revenue teams on the buyers most likely to purchase, stay, and expand.

Book a conversation to talk through the role, your #1 goal, and where this experience plugs in as a full-time hire.