Master Enterprise Selling

Moving Upmarket is Hard. We Engineer Your Go To Market for Enterprise Predictability.

Consulting

Uncover and prioritize the changes that will unlock enterprise selling from product to marketing, sales, and customer success.

1- to 3-day workshop
4-week guided sprint

Best for leadership teams looking to get a cross-functional team aligned in this process.

Fractional

Build or reboot your enterprise sales engine to set GTM priorities, optimize work streams, and coach sellers.

3-6 months fractional leadership engagement

Best for companies that need enterprise sales leadership to establish healthy culture, align teams, accelerate growth.

Sounding Board

Executive Advisory: Real-time coaching on GTM roadblocks, complex enterprise deal strategy, and leadership development.

1-hour sessions in a recurring cadence

Best for leaders seeking confidential, on-demand executive counsel to rapidly address high-stakes GTM and operational decisions.

Book Your 30-Min GTM Conversation

The Enterprise GTM Challenge Map

Where does your company struggle to capture and retain high-margin enterprise buyers?

1. Product (GTM Fit)

Missing Enterprise Readiness: Product lacks essential features (e.g., SSO/security) and the strategic narrative to connect usage to verifiable corporate objectives.
Packaging Mismatch: Pricing/packaging is too rigid, lacking enterprise flexibility (e.g., usage tiers, custom SLAs).
No Repeatable Approach: Every deal becomes a "snowflake," wasting time and internal cycles due to a lack of standardized enterprise feature sets and implementation plans.

2. Brand

Generic Messaging Kills Executive Engagement: Messaging and content lack the financial rigor and strategic tone needed to engage senior buyers.
Risk Undervalued: Brand ignores the high-stakes risk mitigation required by enterprise buyers.
Inconsistent Executive Voice: Brand stories focus on product tasks, failing to communicate how the solution drives strategic business outcomes.

3. Demand

Volume Over Value: Marketing focuses on lead volume, resulting in "bad leads" that frustrate Sales and drain budget.
Lead Stagnation: Inbound funnel is strong, but MQLs stall without a clear, automated pathway to Sales Qualified Lead (SQL).
No Buyer Map: No clear structure to identify and engage the complex 6-10 person buying committee within the enterprise.

4. Qualification

Unscalable ICP: Ideal Customer Profile is too broad, leading to high variance in deal cycles and unpredictable win rates.
Misaligned Discovery: Discovery fails to uncover the buyer's core corporate objectives (P&L goals, efficiency mandates).
Missing Outcome Alignment: Discovery fails to explicitly connect the solution’s value back to the buyer’s corporate objectives (P&L goals, efficiency mandates).

5. Evaluation

Vague Requirements: Sales fails to secure clear, measurable success requirements and quantifiable outcomes from the buyer.
Risk Overshadows ROI (COMBINED): The ROI case is lost because unaddressed regulatory, security, or uptime risks derail the technical evaluation.
Poor Security Alignment: Fails security reviews or lacks the dedicated engineering/security resources required to support the large buyer.

6. Proposal (The Sale)

"Snowflake" Deals: Every proposal and deck is manually customized, wasting seller velocity and introducing process risk.
Lack of Business Case: Proposals focus on features, failing to build a strong, customized ROI case for the C-suite.
ROI vs. Risk Imbalance: Proposal relies only on ROI, failing to address the buyer's regulatory, security, or uptime risks in parallel.

7. Closing (The Commitment)

Price Negotiation as Default: Price is the default negotiation lever, signaling lack of differentiated enterprise value.
Stalled Pipeline: Deals sit stagnant in late-stage (90+ days) due to weak internal champion management and lack of urgency.
Lack of Alignment Check: Failure to confirm final alignment across the buyer's C-suite and operational stakeholders before the contract is sent.

8. Handoff (The Transition)

Information Black Hole: Critical deal context (pain points, success criteria) is lost between Sales and Customer Success (CS).
Bumpy Onboarding: Customers experience high friction and slow time-to-value due to poor CS system or resource allocation.
Goal Misalignment: CS measures functional adoption, but fails to validate success against the original corporate objectives and risks documented during sales.

9. Renewal/Expansion

Structural NRR Decay: Lack of a documented, repeatable path for upsells/cross-sells, causing predictable Net Revenue Retention (NRR) decline.
No Proactive Health Scoring: CS team is reactive, not proactively tracking key usage or financial metrics to forecast churn risk.
Value Drift: Renewal conversation focuses on seat count, not on validating that the solution successfully mitigated the original enterprise risk or achieved the corporate objective.

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About Abel Cognition

The Enterprise Transition is a crisis point: Companies face immense pressure on time, funding, personnel, and process. Most fail to make the leap, but we engineer the path to your success.

For over 25 years, we have been hands-on operators, leading software and SaaS startups from irrelevance to enterprise winners. We've personally sold unknown technology solutions into the Fortune 50 using a proven, repeatable approach.

Success isn't measured by gross sales; it’s the full GTM team acting as one—solving complex enterprise challenges to drive timely, high-margin customer outcomes. Success requires commitment from the board and CEO, and alignment across product, marketing, sales, and customer success.

Our consulting approach is built on our experience as operators, proven frameworks from Go To Market Partners, and insights gained while advising Fortune 50 business leaders through complex AI transformations while working at Gartner.