Win one market at a time
Go-to-market consultant
Built the growth engine that took cnvrg.io to its acquisition by Intel.
I personally research, plan and implement the agreed go-to-market work: buyer and market choice, positioning, sales motion, pages, campaigns, follow-up journeys and measurement. At Elementor I led acquisition during company growth from $200K to $20M ARR. We choose the scope and tests from your actual product, customers and resources.
From the problem to an executable decision
A launch can ship on time and still leave buyers unclear about why they should change. I connect research, positioning, pricing, acquisition and sales enablement into a launch sequence that tests a commercial decision.
- Buying trigger
- Positioning test
- Launch sequence
- Pipeline feedback
What I lead and implement, and what you receive
| Decision | Work and deliverable |
|---|---|
| Buyer and motion | Define who experiences the problem, who approves the purchase and whether the motion is self-serve, sales-led or hybrid. Capture objections before selecting channels. |
| Launch assets | I build the agreed messaging, landing pages, acquisition tests and follow-up journeys. Product readiness, commercial terms and release approval have named owners. |
| Learning sequence | Set the smallest test that can change a launch decision. Review buyer response and commercial progression before broadening spend or geography. |
A measurement worksheet you can use with your team
For buyer response and launch opportunities, write down the definition, source, eligible cohort or period, baseline, owner and review date. Any input nobody has observed goes in as UNKNOWN, and a launch target is no result.
- Buyer response by segment
- Qualified launch opportunities
- Activation or first-value rate
Review one launch segment at a time. Pair buyer response with qualified opportunities or first-value behavior, using the agreed sales motion. Before expanding the launch, check whether the obstacle is the message, product readiness or the follow-up path.
Relevant experience with clear attribution
I am Yaniv Goldenberg, a Fractional CMO & Head of Growth. I lead strategy and personally execute across the revenue funnel. cnvrg.io — growth and go-to-market work My published cnvrg.io case study describes growth and go-to-market work for a technical B2B product: translating the product into buyer-facing messages and acquisition paths. Historical results belong to that engagement and are not a forecast for your business.
Go-to-market work begins with a shared list: the deliverables, the parts I personally execute and the dependencies on your team. Responsible owners provide access, budget, product truth and message approval. The handover closes the loop with a record of the implementation, its checks, the continuing owner and decisions that remain open.
How you win one market at a time
A go-to-market plan is the decision about how you reach a market and win it: who the customer is, what the message is, which sales motion you run, and which channels you use. It is not a launch checklist and not a list of channels to try.
“Go-to-market is not how you launch. It is how you win one market at a time. Pick a narrow beachhead, win it, then expand. Spreading early is the fastest way to burn out.”
Here is how I think about it as the operator on the hook. A startup that tries to sell to the whole market sells to no one, because the message softens, the budget spreads, and you cannot tell what is working. So the plan is built in layers. First the customer: a sharp ideal customer profile and a beachhead narrow enough to win, not the entire market.
Second the positioning: which specific problem you solve better than anyone, said in one line a buyer instantly understands. Third the motion: product-led, sales-led, content-led, or a blend, because each builds the organisation differently. Fourth channel-market fit: not every channel suits every audience, and most teams waste months on a channel that never fit the buyer.
Above all of it sits learning. A good go-to-market plan is built to learn fast, with clear goals, measurement to revenue, and a loop that strengthens what works and cuts what does not. A plan signed once and never updated is stale the moment it meets the market. That is why I do not sell a document; I sell ownership of the go-to-market engine, built, tested, and updated against real revenue. If you want the version where I also run the whole growth number, that is the fractional CMO engagement.
How to build a go-to-market plan that works
Define the ICP and a narrow beachhead
Define the priority buyer situations, problem, alternatives and buying process. A focused segment can make a test interpretable; broader work may fit another task. Record the evidence and tradeoffs behind the market choice rather than assume the narrowest beachhead always wins.
Sharpen positioning and message
Which specific problem you solve better than anyone, said in one line the buyer instantly gets. Sharp positioning is the difference between being remembered and being noise. Without a message that lands, even the right channel will not convert, because the prospect never understands why you and why now.
Choose the sales motion
Product-led, sales-led, content-led, or a blend. The motion decides how the organisation and the spend get built. A go-to-market plan without a defined motion is a list of ideas that never connect into one engine, and the wrong motion for your price point wastes the first year.
Find channel-market fit
Choose channels from the actual buyer, offer, available evidence, delivery capacity and budget. Use a test small enough to bound exposure and large enough for its learning question. Two or three channels is one possible plan rather than a universal prerequisite.
Measure, learn, and iterate
Set goals and measure to revenue, not to the click. A living go-to-market plan updates on what the market teaches, doubling down on what works and cutting what does not. A plan signed once and never revised is already stale the moment it meets the market it was built for.
What separates a plan that wins
| Dimension | Launch checklist | GTM engine |
|---|---|---|
| Customer | The whole market | A narrow beachhead |
| Positioning | Generic | A specific problem |
| Motion | Undefined | Chosen and built |
| Channels | Ten at once | Selected tests matched to the buyer, question and capacity |
| Metric | Launched | Traction and revenue |
Beachhead, position, test, scale
Pick the beachhead
I personally investigate the agreed customer and market evidence, compare the candidate audiences and recommend the next test. We record the assumptions, relevant constraints and what evidence would change the choice. Timing follows access, approvals and capacity rather than a fixed first-two-weeks diagnosis.
Position, choose the motion, test channels
I personally build and test the agreed message, pages, campaigns and follow-up journey for the selected buying motion. The number of channels and market scope follow the question, budget, capacity and available signal. Delivery checkpoints are distinct from proof of commercial traction.
Prove the engine, then scale
I run the plan as a series of experiments, measure to revenue, and only scale what shows real traction. Go-to-market is a search for repeatability, not a one-time launch event, so the operator running it has to be the one reading the signals and deciding the next move.
The agreed handoff is a market-choice brief: the priority buyer, alternatives, positioning, sales motion and first channel tests, with the evidence and assumptions behind each choice. I name the work I will implement and the approvals or follow-up your team owns. We also record what to defer and what evidence would make us revisit the choice.
Where the value actually lives
A go-to-market plan written by someone who will never execute it stays theory. The value shows up when the same person who picks the beachhead, the positioning, and the motion is also accountable for running it and reading the results, because then every assumption gets tested against the market and updated fast. Going to market is a series of experiments, not a single launch event, and whoever runs those experiments has to be the one deciding what happens next. To compare the next positioning, launch and market-entry decisions, see go-to-market decision library.
I bring personal campaign, creative, journey and measurement experience to the work. At Elementor I led acquisition during company growth from $200K to $20M ARR, and I have managed $100M+ in total ad spend across roles. These historical roles inform the operating approach without proving a guaranteed market-entry outcome.
A useful GTM plan records the buyer, alternatives, approved proof, buying motion, implementation owners and learning question. Review actual customer response and commercial progression before expanding. Spreading too widely can be one failure mode, but product fit, timing, access, evidence and follow-up can matter too.
Where go-to-market fits
Growth strategy
The strategic layer above GTM: the constraint, the lever, and the plan that ships.
Fractional CMO
The operator seat: I build the go-to-market motion and own the growth number.
All services
Every way I can take on your go-to-market work, from a diagnostic through to a full operator engagement.
Tell me your product and market and I will tell you the beachhead
Send the product, target market and observations from work already tried. The call helps define the question, evidence and personal implementation needed. We agree scope, access, checkpoints and review owners before claiming that a segment or sales motion is proven.
Sources: Go-to-market strategy (Wikipedia), Product-market fit (Wikipedia)
Go-to-market consultant FAQ
What does a go-to-market consultant do?
What is the difference between GTM and marketing?
What is a beachhead in go-to-market?
Do you build the plan or also run it?
What should I send before booking a scoping call?
Bring the product, target market and work already tried so we can discuss the decision and scope. An evidenced market, positioning or sales-motion recommendation may need authorized sources and further investigation. We agree that personal work and its review checkpoints rather than promise proof in a short call.
How much does a go-to-market consultant engagement cost?
Diagnostic, build and Operator pricing follow the work, personal implementation, capacity, milestones and terms we agree. I personally build and test the agreed deliverables in a system-install scope before handoff, while Operator includes the continuing delivery assigned to me. Advisory is the separate advice-only offer.
Is my company at the right stage for a go-to-market consultant?
The best fit is companies with product market fit and real traction that want to scale revenue, not just traffic. If you are pre product market fit, we first need to establish whether a scoped engagement is appropriate. The companies are often B2B SaaS, B2C, or e-commerce, frequently Israeli companies selling to the US.
Is there a minimum term, and what do we agree before work starts?
Contract terms, including duration and notice period, are agreed per engagement. Ending a fractional engagement involves no severance. For diagnostic, infrastructure and Operator work, the scope, time commitment, delivery milestones and contract terms are agreed before work starts, and confidentiality, NDA, data and tool access, and security are agreed per engagement.
Work with Yaniv
Fractional Head of Growth for B2B SaaS, B2C, and e-commerce. Revenue that compounds, not spikes. Any channel, any motion, any stage.
Related GTM implementation
Tools, implementation and language