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The Chief Outsider
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Recent Posts
The CEO's Role as Champion of the Unified GTM Operating Model
| Executive Takeaways |
| The CEO must be the architect and champion of the GTM model — not its operator. |
Stop Hosting Alignment Meetings and Start Building a Unified GTM Operating Model
Wed, May 6, 2026 — Executive Takeaways You can't meeting your way out of a system design problem. Alignment meetings are reactive, CEO-dependent, and fix symptoms — not root causes. A unified GTM Operating Model creates alignment by design, not by force. When the system works, the CEO stops mediating and starts leading.
Pipeline Integrity: How Hidden Revenue Leaks Sabotage Growth
Tue, Apr 7, 2026 — Executive Takeaways A pipeline that looks healthy can still be losing 15–25% of achievable revenue. When teams define MQLs, SQLs, and pipeline stages differently, every other fix fails. Work backwards from your revenue target using conversion rates to find and close the gaps. A one-time diagnostic fades without the right recurring reviews and accountability rhythms.
Turning Competing Revenue Team Truths into Market Insight
Tue, Mar 10, 2026 — Executive Takeaways Sales, Marketing, and Customer Success each see different parts of the market. Conflicting perspectives usually reflect incomplete insight, not poor execution. Cross-functional pipeline, win/loss, and customer data turn friction into insight. A unified GTM operating model aligns teams around shared market truth.
Why the CEO-Led Growth Model Breaks at Scale
Tue, Feb 10, 2026 — Series Overview As companies grow, GTM breakdowns rarely show up as sudden failures. They emerge as friction. Progress slows, pipelines become less predictable, and confidence in forecasts declines, even as teams work harder and act with good intent. Written from both the marketing and sales lens, this six-part series, Building a Unified GTM Operating Model, explores why scale exposes weaknesses in informal GTM systems and how an intentional operating model restores clarity, alignment, and scalable growth. Executive Takeaways CEO-led, informal GTM models break predictably as scale introduces complexity. Early GTM failure shows up as friction, not collapse. Sales–marketing misalignment is a structural issue, not a performance problem. A unified GTM operating model is required to restore growth, confidence, and value.
What Can Chester Cheetah Tell You About Your Brand? Part Two
Fri, Aug 1, 2025 — We’ve already discussed how to define a brand in part one. Now, we are going to explore why the C-suite should care about its brand at all. It’s not just numbers, although that certainly is the end game. Remember that brand is the business. Like the business, brand is about being effective, meaning carving a position with a market that is highly productive financially and competitively, and efficient, meaning serving the market in as cost-efficient manner as possible. Brand helps maximize and expand return on investment.
What Can Chester Cheetah Tell You About Your Brand?
Fri, Jul 18, 2025 — Imagine an argument about whether Chester – yes, Chester of Cheetos fame – should be 2D or 3D. The debate raged in almost every corner of Frito-Lay headquarters at the time. There were strong opinions on both sides and an even more provocative discussion about the brand’s target audience. At the time, two of every three bags of Cheetos purchased were consumed by adults, not tweens and teens. So, the debate was fair, if inconvenient.
Why CEOs Must Be Active on Social Media: Building Trust and Authenticity with Customers
Wed, May 14, 2025 — I’ve seen firsthand how a CEO’s presence on social media changes how people view a company. Customers, employees, and potential hires want to know who’s steering the ship. When I show up online and share my perspective, the conversations become more genuine, and trust starts to build. It’s not about self-promotion – it’s about showing the real person behind the title.
Sales Velocity Model: A Tool for Growth Engine Mechanics
Wed, May 14, 2025 — Most companies deploy a sales “force”. Too often, their combined efforts are not meeting company growth expectations. Most CEOs would like a better growth engine, a larger sales pipeline, and more sales, but they struggle with exactly how to help their sales teams. Busy CEOs combined with people and process related complexities of Sales, often results in companies not being clear on the root cause of their growth engine problems.
Growth Hurts. Let it.
Wed, May 14, 2025 — “Don’t Risk Too Little. Don’t Rescue Too Soon” – the growth lesson I learned outside the boardroom. My son once played striker in a school tournament. With minutes left and his team trailing, he broke through the defense and had a clean look at the goal. He hesitated, and the shot went wide.