Three ways I usually help. Most engagements start with one and grow into the others once it's clear where the real bottleneck is.
I start with the customer, not the product. What they need, how they decide, who else is in the room when the decision gets made, and what gets in the way. That research is usually uncomfortable, because it tends to surface that the thing you lead with is not the thing buyers care about.
From there we build language that holds up when a customer pushes back on it, and that a salesperson can say out loud without wincing.
Companies with real customers and real revenue that have outgrown the story they started with. If your team describes what you do three different ways depending on who's asking, this is the place to start.
I spent years inside an insurance brokerage doing this work, where the products were complicated, the buyers were skeptical, and a producer had about one sentence to earn a second meeting. That's a good school for learning what enablement material has to do.
The test is simple. Does it help someone start a conversation, or advance one that's stalled? If not, it doesn't get built.
Teams with a sales function that's working but inconsistent, where results depend heavily on which person happens to be in the meeting. Also good for companies whose product is genuinely hard to explain.
This is the version of the work I like most. I sit between sales and marketing, in the space most companies leave empty because it doesn't belong cleanly to either team, and I do the work rather than advising on it from a distance.
The goal is that you eventually don't need me. Engagements are built to leave behind a function, a process, and a team that knows how to run it.
Companies roughly in the ten to fifty employee range with existing customers, a capable operating team, and no one whose actual job is connecting sales and marketing.
Every engagement is different, but the shape is usually the same. The first two steps happen before you've committed to anything.
You tell me what's going on. I tell you honestly whether I think I'm the right person for it. Sometimes the answer is no, and that's a useful outcome too.
What I'd do, in what order, over what period, for what price. Specific enough that you can say yes or no without another meeting.
Before anything gets built, I talk to your customers and your salespeople. This is the step most engagements skip and most engagements need.
I work alongside your team rather than delivering from a distance, and I build toward the point where you can run it without me.
No intake form, no discovery process. Tell me what's going on and I'll tell you honestly whether I'm the right person for it.
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