+1,413%organic traffic growth
DBB Software
Built the marketing function from zero — website, SEO, paid, AI search — from 166 to 2,513 monthly clicks and 3 enterprise deals won.
- 28 SQLs from zero
- 3 deals won
Service · GTM Strategy
GTM strategy for B2B tech companies that need a plan they can actually run, not a deck that dies in Notion.
We define your ICP, sharpen your positioning, and pick the channel mix that fits your budget and motion — then hand you a sequenced roadmap your team executes, measured against CRM-tracked revenue. Built from 9+ years marketing to technical and executive buyers across 60+ B2B tech companies.
- B2B tech companies worked with
- 60+
- Years marketing to technical & executive buyers
- 9+
- CRM-tracked marketing-led revenue
- $30M+
- AI Search recommendation success rate
- 80%
- ICP definition — a sharp, segmented ideal customer profile (firmographics, tech stack, trigger events, buying-committee map) that your whole funnel can target, replacing 'mid-market software companies' with something a campaign can actually find.
- Buyer and committee research — the jobs-to-be-done, objections, and decision criteria of the technical evaluator, the economic buyer, and the executive sponsor, so messaging lands with each person who has to say yes.
- Competitive and category analysis — where you genuinely win, where competitors are entrenched, and the white space your positioning can own instead of fighting on features everyone lists.
- Positioning and value proposition — a differentiated narrative and a one-line value proposition that sets you apart for technical and executive buyers, written in language they trust rather than category buzzwords.
- Messaging architecture — core message, proof points, and per-persona talking points your marketing and sales teams reuse across the site, decks, ads, and outbound so the story stays consistent.
- Channel mix and selection — the two or three acquisition channels that fit your ICP, deal size, cycle, and budget, with an explicit list of what to deprioritize and why.
- A sequenced GTM roadmap — a 90-day-and-beyond plan that says what to build first, what to layer next, what each phase costs, and which CRM metric it is meant to move.
- Measurement and attribution plan — the pipeline and revenue KPIs the strategy targets and the tracking setup to report them, so progress is provable in your CRM.
- An executive-ready strategy document and working session — a plan your founders, sales lead, and any agency or in-house marketer can run from on day one, plus a walkthrough so the whole team is aligned.
How the system works
How we build a GTM strategy you can run
Diagnose the market
We start with your reality: current positioning, won and lost deals, sales-call recordings, pipeline data, competitors, and where revenue genuinely comes from today. We interview your founders and sales team to surface the objections and decision criteria your buyers actually use. The goal is to find the specific go-to-market constraint — fuzzy ICP, weak differentiation, a misaligned channel mix — not to admire a generic SWOT.
Compare against known B2B tech patterns
We hold your situation up against what we have seen work and fail across 60+ B2B tech companies. Does your ICP match buyers who actually have budget and authority? Is your differentiation one technical evaluators reward, or one they ignore? Is your intended channel mix realistic for your deal size and cycle? Benchmarking against real patterns turns opinions into informed, defensible decisions.
Choose the right growth path
We make the decisions: a sharp segmented ICP, a positioning and value proposition that differentiates, and a channel mix matched to your economics — with explicit calls on what to ignore. This is where the strategy earns its keep, by closing off the expensive distractions so your team's effort concentrates where it can compound into pipeline.
Build the service system
We translate the strategy into a sequenced roadmap: what to build first, what to layer next, the budget each phase needs, the messaging architecture and assets required, and who owns what. You leave with a concrete operating plan — not a vision deck — that your in-house team or chosen agencies can execute immediately.
Optimize against CRM + sales feedback
We define the pipeline and revenue KPIs the strategy must move and instrument the CRM tracking to report them. As execution begins, the roadmap is reviewed against real results and live sales feedback — what is creating qualified pipeline, what objections persist — and the plan is adjusted. The strategy stays a living system tied to revenue, not a document that ages on a shelf.
The XQL difference
Why our GTM strategy is built on evidence, not a framework off a slide
- 01
Market memory
We have built go-to-market for 60+ B2B tech companies — dev shops, SaaS, AI tooling, cybersecurity, Salesforce and platform specialists. So when we map your ICP and positioning, we are not starting from a blank canvas. We already know which 'enterprise' buyers actually have budget versus which are tire-kickers, which differentiators technical evaluators ignore, and which channels quietly carry pipeline in your category. That memory turns a guessing exercise into a calibrated set of decisions.
- 02
Faster diagnosis
Because we have seen the patterns, we diagnose what is actually broken in your go-to-market in weeks, not quarters. Vague ICP, undifferentiated positioning, a channel mix fighting your sales motion, a value proposition aimed at the wrong person in the buying committee — we name the specific constraint instead of recommending 'more content' or 'a rebrand.' You skip the expensive months most teams burn proving what an experienced operator could have told them up front.
- 03
Smarter channel selection
The hardest GTM decision is what NOT to do. We select the two or three channels that fit your ICP, deal size, sales cycle, and budget — and we are explicit about the channels you should ignore for now. A $40K-deal dev shop with a six-month cycle does not run the same playbook as a $12K self-serve SaaS, and we will not pretend otherwise. Channel selection grounded in your economics is the difference between focus that compounds and spend spread thin across everything.
- 04
Sales feedback loop
A GTM strategy that never touches the sales floor is fiction. We build the roadmap with your founders and sales team in the room, because they hold the real objections, the lost-deal reasons, and the language that closes. Positioning gets validated against the words buyers actually use on calls; channel priorities get checked against where real deals originate. The plan reflects how revenue is genuinely won in your company — not a marketing theory of it.
- 05
CRM attribution
We hold the strategy accountable to your CRM, not to impressions or a vanity dashboard. The roadmap defines which pipeline and revenue metrics it is meant to move, and we instrument the tracking so you can see whether the ICP, positioning, and channel bets are producing qualified pipeline and closed revenue. Across our portfolio that discipline has tracked $30M+ in marketing-led revenue. A GTM plan you cannot measure is a GTM plan you cannot defend to a board.
Why XQL vs alternatives
Why XQL vs the alternatives
DimensionTypical approachThe XQL way
Advisory-only consultantDelivers a strategy deck and a workshop, then leaves at the handoff. The plan is often sound in theory but never instrumented or pressure-tested against execution, so it stalls the moment your team has to run it.We build the strategy and stay accountable to the CRM metrics it is meant to move, with a roadmap your team can execute on day one — and we can run the execution too.
Generalist agencyReverse-engineers a 'strategy' to justify the retainer they already want to sell — usually more of whatever they staff. ICP and positioning get a token slide before the real plan, which is more ads or more content.Strategy comes first and is channel-agnostic. We will tell you to deprioritize a channel even when we offer it, because the recommendation is built on your economics, not our utilization.
In-house marketerOwns execution but rarely has range across 60+ B2B tech go-to-markets to benchmark against. Tends to default to the channels and positioning they already know rather than the ones your situation actually calls for.We bring pattern memory from dozens of comparable companies and hand your in-house team a calibrated, sequenced plan — making them more effective rather than replacing them.
FreelancerStrong in a single lane — a positioning doc, a messaging pass, an ICP worksheet — but cannot connect ICP, positioning, channel selection, and attribution into one coherent, runnable system.We deliver the whole go-to-market as one connected strategy, from ICP through positioning to channel mix and CRM measurement, with the parts designed to reinforce each other.
Commercial outcomes
Proof from the same playbook.
Strategy first, channels second, sales feedback always. We measure by the qualified demand and revenue we can trace back inside the CRM.
Selected results
Senior operators on every account. Never a junior pod.- 28.88×return on ad spend
Intelvision
Took a referral-only firm to a real new-business engine — 5 deals and $240K revenue from Meta in a year, plus 2–4 SQLs/month from ChatGPT.
- $240K revenue from Meta
- 5 deals in 12 months
Client signal
What B2B tech founders and CEOs say
Thanks to XQL Group's efforts, we've seen a 207% increase in web traffic and an improvement in domain rating from 12 to 45. The team has successfully optimized our SEO strategy and gained around 160 backlinks. Overall, they're responsive and thorough in their project management.
Since working with XQL Group, our domain rating has improved from 27 to 44. In addition, we've seen a 15% increase in monthly traffic within nine months. The team completes work on time and within the agreed budget. Moreover, their subject matter expertise is highly impressive.
XQL Group's efforts have resulted in 44 leads from paid campaigns and improved web traffic from Germany by 5x. The team is responsive, quickly surfaces issues, and communicates regularly through chats and virtual meetings. Their expertise and proactiveness have impressed our team.
Organic traffic has increased by 10–15% each month, and we have started receiving our first inbound requests. XQL Group's optimization tips have also helped improve keyword rankings, and internal stakeholders are impressed with the team's collaborative approach.
XQL Group has successfully defined a clear marketing strategy and established our company's unique value proposition. The team has also helped hire critical specialists for our marketing team. They are communicative and organized, and their expertise in the tech industry is impressive.
Thanks to XQL Group's efforts, we have defined our marketing strategy and hired key developers for our website. The team has launched retargeting campaigns on LinkedIn and developed a strong content marketing strategy. XQL Group's marketing expertise is a hallmark of the engagement.
They were not just talking about AI search in theory; they knew how to approach it practically.
What impressed us most was their deep specialization in working with software development companies.
They've brought structure, strong execution, and constant initiative to improve outcomes.
They operated with the discipline and initiative of an internal senior marketer.
Their ability to combine strategic vision with hands-on execution was particularly valuable.
Their focus on results and true interest in making things work set them apart.
XQL Group's project management was exemplary.
The quality of their work is consistently high.
FAQ
Questions about this service.
GTM strategy is a focused engagement that produces the plan — your ICP, positioning, value proposition, channel mix, and sequenced roadmap — so you have clear, defensible direction. A fractional CMO is ongoing leadership that owns and runs that plan month to month: managing the team and vendors, prioritizing channels, and reporting to the board. Many clients start with a GTM strategy to set the direction, then bring us in as a fractional CMO to execute and steward it. The strategy stands alone if you have an in-house team ready to run it.
Everything is calibrated to how technical and executive buyers actually buy software: long committee-based evaluations, deep skepticism of marketing language, and quiet self-directed research. We map the buying committee — technical evaluator, economic buyer, executive sponsor — because winning B2B tech deals means convincing several people with different criteria. And because we have built go-to-market for 60+ B2B tech companies, the ICP, positioning, and channel decisions are benchmarked against what genuinely works in this category, not against consumer or generic-B2B playbooks.
Most teams have an audience, not an ICP. 'Mid-market and enterprise software companies' describes a market, but a campaign cannot target it and a rep cannot qualify against it. A real ICP is segmented and specific: firmographics, tech stack, trigger events, the roles in the buying committee, and which 'enterprise' prospects actually carry budget and authority versus which look promising but never close. We pressure-test your current view against your won and lost deals and our cross-portfolio pattern memory, and tighten it into something your whole funnel can act on.
Channel selection is driven by your ICP, deal size, sales cycle, and budget — not by what is trending. A high-ACV dev shop with a six-month cycle and a buying committee needs a very different mix than a lower-ACV self-serve SaaS. We map where your real deals originate, weigh each channel's fit and economics, and recommend the two or three that should carry pipeline — plus an explicit list of what to deprioritize. The hardest and most valuable part of the decision is what to stop doing so your effort concentrates where it compounds.
You receive an executive-ready strategy document and a working session: a sharp segmented ICP and buying-committee map, competitive and category analysis, differentiated positioning and a one-line value proposition, a messaging architecture with per-persona talking points, the selected channel mix with rationale, a sequenced roadmap with phase budgets and owners, and a CRM measurement plan. It is built to be runnable by your in-house team or your existing agencies from day one. If you would rather we execute it, we can step in as a fractional CMO or run specific channels like SEO or paid acquisition.
We tie the strategy to your CRM from the start. The roadmap names the pipeline and revenue KPIs each phase is meant to move — qualified pipeline created, SQL growth, conversion through the funnel, and ultimately marketing-led revenue — and we instrument the tracking so progress is provable rather than anecdotal. Across our portfolio that discipline has tracked over $30M in CRM-attributed marketing-led revenue. You should be able to point a board at the dashboard and show whether the ICP, positioning, and channel bets are producing real pipeline.
The core engagement typically runs a few weeks — long enough to do real diagnosis (sales interviews, won/lost analysis, competitive and pipeline review) and short enough that you are not paying for months of admiring the problem. Because we benchmark against patterns from 60+ B2B tech companies, we diagnose the actual constraint quickly instead of rediscovering it from scratch. You leave with the full strategy and roadmap; if we continue into execution, the roadmap becomes a living plan we review against CRM results and sales feedback on an ongoing cadence.
It is often most valuable exactly then. A new market, a new product line, or a repositioning is precisely when the expensive go-to-market decisions are still open — and getting the ICP and positioning right before you spend is far cheaper than correcting them after a quarter of misdirected budget. We help you choose the beachhead segment, define a differentiated position, and pick the lean channel mix that fits an early budget, so your first dollars of spend are aimed at buyers who can actually become tracked pipeline.
Ready when you are
Let's talk.
Bring your offer, channels, and revenue goals. We'll show you where the biggest growth constraint is and what to build next.
Danylo FedirkoFounder
For B2B tech companies selling complex expertise to serious buyers.
- B2B tech clients
- 60+
- Revenue generated
- $30M+
