Gtm system architecture skill

GTM System Architecture

Overview

A GTM system is the operating system underneath your revenue. It's the answer to "how does money flow through this company?" — not "what tactics are we running this quarter?"

Winning by Design's GTM Index framework scores 1-10 across six interconnected models. Most companies break because they optimize one model while neglecting the others. This skill designs all six as one unified system.

When to Use

• "Design our GTM system"
• "Audit our revenue architecture"
• "Build a GTM operating model"
• "Our GTM is fragmented — fix it"
• "Align sales, marketing, and CS"
• "Design how revenue flows"

Authoritative Foundations

• Winning by Design GTM Index — six models (Revenue, Data, Math, Operating, Growth, GTM). 1-10 scoring per model. Average across 1000+ companies benchmarked.
• Winning by Design Bowtie — revenue is a continuous loop: acquire → retain → expand. Not a funnel that ends at "closed won."
• SiriusDecisions Demand Waterfall — demand flows through stages with defined handoffs and conversion metrics.

Step-by-Step Process

Phase 1: The Six Models (WbD GTM Index)

Score each 1-10, then identify the weakest link:

1. Revenue Model — "Do we know how we make money?"

• Pricing clarity, packaging, discount authority, expansion model.
• Weak: "We charge whatever the customer agrees to."
• Strong: "Standard tiers, defined discount rules, clear expansion path."

2. Data Model — "Can we answer basic questions about our business?"

• CRM hygiene, pipeline data, conversion rates, attribution.
• Weak: "We don't know our MQL→SQL conversion rate."
• Strong: "Every deal has stage, source, close date, and MEDDIC dimensions."

3. Math Model — "Do unit economics work?"

• LTV:CAC, payback period, CAC by channel, churn rates, NRR.
• Weak: "We don't track CAC by channel. We think churn is around 3%."
• Strong: "CAC payback is 8 months, LTV:CAC is 4:1, NRR is 115%."

4. Operating Model — "Is there a documented process someone could follow?"

• Sales process stages, playbooks, enablement, handoff documentation.
• Weak: "Reps sell however they want. No two deals look the same."
• Strong: "Stage definitions with Goals and Exit Criteria. Playbook documented. New reps ramp in 90 days."

5. Growth Model — "Do we know which channels work and at what cost?"

• Channel mix, CAC by channel, channel ROI, experimentation velocity.
• Weak: "We try things and see what sticks."
• Strong: "Paid search CAC is $X, content CAC is $Y, outbound CAC is $Z. We allocate budget to highest-ROI channels."

6. GTM Model — "Is the whole system connected?"

• Sales-marketing-CS alignment, shared metrics, unified customer journey.
• Weak: "Marketing generates MQLs sales ignores. CS doesn't know what was sold."
• Strong: "Unified Bowtie. Shared metrics across functions. Single customer view from first touch through renewal."

Phase 2: Bowtie Architecture

Revenue doesn't end at "closed won." It continues through retention and expansion. Design the Bowtie:

Awareness → Education → Selection → Onboarding → Adoption → Expansion → Renewal
[Marketing]   [Marketing]  [Sales]   [CS]       [CS]      [CS/Sales]   [CS]

Each stage has: owner (which team), goal (what success looks like), handoff criteria (when to pass to next stage), and metrics (how to measure).

Phase 3: System Integration

The six models don't operate independently:

• Revenue Model ↔ Math Model: Pricing choices determine unit economics. Lower price → lower ARPU → longer CAC payback. Know the tradeoff.
• Data Model ↔ Operating Model: If CRM data is unreliable, the process can't be inspected. Fix data before adding process.
• Growth Model ↔ GTM Model: Marketing channels produce demand. Sales converts it. CS retains it. If any link breaks, the system fails.
• Weakest link principle: The lowest-scoring model caps the entire system. A 9/10 Revenue Model with a 3/10 Data Model is a 3/10 system.

Phase 4: Implementation Roadmap

Don't fix all six at once. Sequence by impact:

1. Fix the Math Model first. If unit economics don't work, nothing else matters. Know your CAC, LTV, churn, payback.
2. Fix the Data Model. Clean CRM, define stages, establish reporting.
3. Design the Operating Model. Document processes, build playbooks.
4. Optimize the Growth Model. Test channels, measure CAC per channel.
5. Refine the Revenue Model. Pricing, packaging, discount rules.
6. Align the GTM Model. Cross-functional alignment, shared metrics.

Output Format

GTM system design: six-model assessment (current scores + target scores), Bowtie architecture with ownership per stage, weakest-link analysis, implementation roadmap with 90-day priorities, and measurement dashboard.

Quality Check

• All six models scored 1-10 with evidence
• Weakest link identified (lowest scoring model)
• Bowtie architecture with owner, goal, handoff criteria per stage
• Implementation roadmap (not trying to fix everything at once)
• Shared metrics across functions (not siloed KPIs)
• Re-assessment cadence (quarterly GTM Index check)

Common Pitfalls

1. Optimizing one model in isolation. Improving the Operating Model without fixing the Data Model means adding process to bad data. Fix data first.

2. No Bowtie. Treating revenue as a pipeline that ends at "closed won" ignores the 70%+ of lifetime value that comes after the sale.

3. Self-assessment without evidence. "I think our Math Model is a 7" without actually calculating LTV:CAC. Score with data, not feelings.

4. Trying to fix everything at once. Six-model overhauls take 12-18 months. Sequence one or two per quarter.

5. GTM model owned by one function. GTM alignment requires sales, marketing, and CS leadership in the same room with shared metrics.

Execution Artifacts

• references/framework-notes.md — named frameworks, citation anchors, and operating assumptions
• templates/output-template.md — copy-paste deliverable structure for the user
• scripts/check-output.py — local checklist validator for required sections This skill includes lightweight artifacts the agent can load on demand: Use the artifacts when the user asks for an implementation-ready deliverable, a repeatable workflow, or a quality check rather than generic advice.

Related Skills

• gtm-metrics: Model measurement and dashboards
• pipeline-management: Operating model execution
• marketing-strategy: Growth model design
• sales-team-building: Operating model staffing