How Accountability Works
When I say I own GTM execution and the revenue system, that ownership is operational and enforceable, not advisory.
This work is structured so leadership can hold me accountable to clear outputs, visible progress, and defined exit conditions.
What Ownership Means
Ownership means I am responsible for producing and running the execution system leadership uses to manage revenue.
That includes:
- The definitions leadership agrees to use
- The operating artifacts leadership relies on
- The cadence leadership uses to make decisions
- The enforcement that keeps the system from drifting
If leadership cannot trust the numbers or run the business more deliberately within a defined window, the work has failed.
What Leaders Can Hold Me Accountable For
Leadership can hold me accountable for delivering and maintaining:
- A single, agreed set of pipeline and forecast definitions
- A forecast model leadership can use to plan, not debate
- A weekly revenue operating cadence that surfaces reality
- Clear handoffs and accountability across marketing, sales, and operations
- Measurable reduction in execution noise and forecast surprise over time
These are tangible outputs. If they are missing, unclear, or unusable, that is on me.
How Progress Is Measured
Day 10: Baseline Truth
Definitions documented, execution breaks visible, cadence scheduled.
Day 30: Operating System v1
Usable pipeline and forecast view exists. Weekly reviews run with decisions and action tracking.
Day 60: Forecast Confidence
Forecast variance trending down. Pipeline quality and coverage visible. Leadership aligned on reality.
Day 90: Stability
Cadence runs internally. Definitions hold. Leadership plans from trusted numbers.
Progress is reviewed using a Red, Yellow, Green scoring model at each checkpoint.
How Leaders Hold Me Accountable
Accountability is enforced through:
- Required operating artifacts
- A standing executive cadence I run
- Time-bound review gates
- A defined exit condition
If progress stalls, leadership sees it quickly.
If adoption fails, the gaps are named explicitly.
If the system cannot be stabilized, the engagement ends.
What This Work Does Not Do
This work does not:
- Guarantee revenue outcomes
- Replace sales leadership
- Control market demand
- Rely on strategy decks or frameworks
It fixes execution so leadership can manage revenue with fewer surprises and better options.
When the Engagement Ends
The goal is not dependency.
The engagement steps down or ends when:
- Leadership trusts the pipeline and forecast
- The operating cadence runs internally
- Decisions are made from shared reality, not debate
If that state cannot be reached, the work has failed and should stop.
Who This Is For
This work fits leaders who:
- Are experiencing noisy or unpredictable growth
- Cannot fully trust pipeline or forecasts
- Want execution clarity, not theory
- Are willing to enforce decisions once made
It is not a fit for teams looking for advice without accountability.
Start With a Working Call
If your GTM reporting does not inspire confidence, it is already costing you.
- If there is a clean path to improvement, I will show you.
- If there is not, I will tell you that as well.
Clarity is what allows growth to accelerate without increasing risk.