Your best sellers know why customers buy. The rest of the team is left guessing.

Does Any Of This Feel Familiar?

You grew by acquisition

Your website lists the companies you bought. Buyers read a group of businesses and price each one separately. Nobody can see what you built, let alone buy it.

Your website burdens sellers

A buyer arrives and decides what you offer from the page. After that, a person explains everything, one buyer at a time. Every meeting opens with an apology for the site.

Your story lives in one head

Buyer recognition depends on who they meet. Your founder is the only person who can land your new story. What is invisible cannot be taught. Growth stalls. 

What does everything you have built now add up to?

As companies grow, that answer can become harder to see. We work out what the pieces now add up to for the customer, and whether buyers can recognise and value it

It has never been written down, because no one person holds it all. 

We establish a baseline, do the work, then read again. The movement is the evidence that the work landed.

What the work produces is what your organisation is justified in claiming.

Conventional GTM work starts with assumptions developed inside the business. We start with the customer.

Businesses often build their story from the inside out.

What have we built? → How do we position it? → How do we market it? → How do we sell it?

But that isn't how a customer experiences your business.

We start on the demand side.

What changed? → Why did they act? → Why did they choose you? → What gave them confidence?

Then we work backwards from those answers.

So the story your market hears starts with why customers buy, not what you want to sell.

That's demand-side GTM engineering.

Who this is for

For Private Equity and Growth Investors

Pre-deal. Diligence on whether a repeatable buying pattern exists, or whether the revenue still depends on the founder.

Post-raise. New money, new targets, and a business narrative that hasn't caught up with what it is now.

Pre-exit. The value may already be in the business. The question is whether the next buyer can see it.

See how we work with investors ->

For Company CEOs

Your business has evolved faster than the story buyers see.

Acquisitions. New services. New technology. New people.

Your customers already know why they chose you. Two or three people in your business can explain it. Nobody has put it where the next buyer can see it.

Talk to us ->

Who this is not for

We don't provide sales methodology, generic messaging exercises or generic sales training.

And we are not a fit for every kind of business. Our work is built for complex B2B software and services companies where customer value has to transfer through people, conversations and commercial surfaces.

That generally excludes hotels and hospitality, direct-to-consumer brands, consumer product businesses, marketing agencies, pharmaceutical companies and medical-device businesses.

Craig Vintcent

Role: Managing Partner

Works with private equity partners and portfolio CEOs to ensure the market values the business they've built, not just the parts it can see.

Lawrence Flude

Role: Market Positioning

Founding partner, turns positioning into something customers and teams immediately recognise.

Mark Gibson

Role: Chief Architect

Founding partner, designs the evidence, language and commercial architecture that help organisations explain what they've become.

What this looks like in practice

"Working with Mark has been catalytic for our sales process and growth. His insight into why customers buy from six interviews challenged assumptions and reshaped how we engage with prospects."

Roxana-Maria Stanieu · Head of Growth, mindit.io

Observed, not claimed: mindit grew its client base by 100% in the 12 months following the engagement.

Helping teams apply the patterns behind the best deals.

Mona Hrisatchi, Delivery Director, mindit.io. Whiteboard storytelling in practice.

Value Transfer X-Ray

What 1,056 B2B home pages tell a buyer

We have read the home pages of 1,056 B2B software and services companies. 873 of them are backed by private equity. We read each page the way a first-time buyer does: the opening lines first, then the rest of the page.

The buyer’s situation is almost never in the opening lines.
142 of the 1,056 describe a situation a buyer would recognise as their own. 16 say what set it off. Two say what happens if nothing changes.

The evidence is there. It sits in the wrong place.
338 companies have real customer proof on the home page, while their opening lines say nothing about the buyer. 495 name exactly whom they serve somewhere on the page, and their opening lines still talk about themselves.

Companies ask for the meeting more clearly than they explain why to take it.
Across the index, the path to act scores highest. The case for being different scores lowest. Buyers are shown the door before they are given a reason to walk through it.

Buyer words travel with buyer understanding.
Pages that name the buyer’s situation also tend to use the buyer’s own words. Stronger proof and more buttons show only a weak link to either.

What your scan shows you

• Whether your opening lines describe a situation a buyer would recognise, and where on your page that language already sits.
• Where you stand against 1,056 B2B companies on each question a buyer asks.

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