T2D3 Founder & Team GTM Playbook
A founder-led variant of the T2D3 Fractional CMO engagement playbook for early-stage B2B SaaS where the founder and team run the work themselves rather than hiring a fractional CMO. Same T2D3 OS methodology — six foundational phases (pre-engagement setup → day-one data collection → internal interviews + GTM survey → strategy workshop → customer validation → foundation finalization) plus an execution cadence module — but stripped of the parts that only make sense for an outside CMO running the engagement as a consulting business (pod resourcing, succession to a permanent CMO, CMO onboarding handoff). Adds explicit module-completion tasks at the end of foundation that point at each in-app GTM module so users can connect the playbook with where they are in the T2D3 OS app.
Module 1 · Phase 0: Pre-Engagement Setup
The setup phase before kickoff. Days minus-3 to 0. Five things have to be true before day one or the first two weeks of the engagement are spent waiting for credentials and chasing access. This phase establishes the working environment, the operating cadence, and the pod assignments. The Phase Review confirms all setup items are in place before kickoff happens with the client.
Section 1.1 · Workspace setup
Organize your launch assets and align your team before go-to-market execution begins
1.1.1 Set up the T2D3 folder structure
Before a single client email goes out, stand up the standardized client folder structure on the shared drive. In a fractional-CMO pod, multiple people touch the same artifacts…
1.1.2 Send the internal team kick-off email
Before any client-facing communication goes out, align the founding pod on scope, client context, the deliverables timeline, and who owns what. The most common pod failure mode is…
Section 1.Z · Phase 0 Review
Confirm all pre-engagement foundations are complete and ready for Phase 1
1.Z.1 Phase 0 Review and sign-off
This is the Phase 0 gate: a deliberate stop-and-verify before the engagement touches the client. Pre-engagement setup is invisible work — folders, role assignments, an internal…
Module 2 · Phase 1: Day-One Data Collection and Product Demo
Week 1 of the engagement. The day-one ask goes out before kickoff ends because customer interview scheduling has the longest lead time in the entire phase and has to start immediately. In parallel, the pod absorbs the product through a demo with someone who can talk about the why, audits existing content and channels, and pulls pricing and deal review notes. The output of Phase 1 is a complete situation snapshot: what the company has, what it does, who buys it today, and what the existing assets look like. The Phase Review confirms the snapshot is complete enough to inform internal interviews and the workshop.
Section 2.1 · Client kick-off communications
Launch day-one with coordinated emails that align your team, founder, and customer
2.1.1 Send the day-one team kick-off email
The day-one kick-off email is the single highest-leverage action of the entire engagement. In a fractional-CMO-style founder & team model, your first week is either spent waiting…
2.1.2 Founder sends the company-wide GTM kick-off email
Authority in a founder & team GTM engagement is borrowed before it is earned. If the CMO introduces themselves department by department, they spend the first three weeks…
2.1.3 Founder sends the customer interview invitation
Customer interviews are the spine of the customer validation phase, and scheduling lag is the single biggest threat to hitting them inside the 75-day window. The fix is…
Section 2.2 · Information gathering
Collect critical client data, system access, and competitive landscape upfront
2.2.1 Marketing audit questionnaire
Before your team runs its own external audit, capture how the client believes their marketing is performing across the core competencies. The instrument here is a structured…
2.2.2 System access information template
Access fragmentation is a silent killer of week one. Without a single system access register, two team members request the same HubSpot seat through different client contacts, GA4…
2.2.3 Competitor research template
The competitor research template documents the competitive landscape twice: as the client perceives it and as the market actually behaves. These two pictures rarely match. Most…
Section 2.3 · Operating cadence
Establish regular check-ins between founder and team to track progress
2.3.1 Founder + team 1-1 meeting agenda template
The recurring 1:1 cadence is how the founder & team lead stays embedded rather than parachuting in. With a standardized agenda, every conversation is productive even when one…
Section 2.Z · Phase 1 Review
Confirm Phase 1 completion and secure approval to advance
2.Z.1 Phase 1 Review and sign-off
This is the Phase 1 gate — a deliberate stop-and-confirm before the engagement moves from data collection into the strategy workshop and customer validation. The purpose is to…
Module 3 · Phase 2: Internal Interviews and the GTM Survey
Weeks 1 to 3 of the engagement. The pod listens to the client team before it talks to them. Internal 1:1 interviews surface individual conviction before group dynamics flatten it. The GTM Alignment Survey to all go-to-market employees gives anonymous data points that contradict or confirm the leadership narrative. The marketing audit synthesizes the external view (Compass) with the internal view (questionnaire) into a scored report card. Output of Phase 2 is a pre-read for the workshop showing the top contradictions and convergences across leadership. The Phase Review confirms the synthesis is clean and the pre-read is in client hands 48 hours before the workshop.
Section 3.1 · Voice of the internal team
Capture exec perspectives on product strengths, market fit, and GTM gaps via structured interviews
3.1.1 Executive interview questions and prompts
Internal interviews are where you convert scattered opinion into a diagnosable picture of the GTM org. Before the strategy workshop, you need to know where leadership agrees,…
Section 3.2 · Marketing audit
Assess current marketing effectiveness and identify capability gaps with audit scorecard and findings
3.2.1 Marketing audit kickoff email
The marketing audit will surface gaps — that is its job. The kickoff email decides whether those gaps land as useful diagnosis or as a performance review the existing team braces…
3.2.2 Marketing audit report card
The report card is the diagnostic backbone of the engagement. It scores the client across the 15 T2D3 competencies on a 0-to-5 scale, triangulating three independent inputs: the…
3.2.3 Audit presentation deck
This deck is the moment your team earns the right to lead the workshop. If the audit readout lands as credible and constructive, the room arrives at the strategy workshop already…
Section 3.3 · Pre-workshop preparation
Gather team input on GTM priorities and pain points before the strategy workshop
3.3.1 Pre-workshop survey form
The executive interviews give you the leadership view; this anonymous survey gives you the whole-team view, and the two rarely match. Run an anonymous survey to all GTM employees…
Section 3.Z · Phase 2 Review
Validate Phase 2 completion and secure stakeholder alignment before moving forward
3.Z.1 Phase 2 Review and sign-off
This is the Phase 2 gate: internal interviews and audit synthesis are complete, and you confirm you have enough grounded evidence to run a strategy workshop that produces…
Module 4 · Phase 3: Strategy Workshop
Week 3 or 4 of the engagement. One day on-site or two half-days virtual. The workshop converts pre-read insights into testable hypotheses across ICP, personas, value propositions, brand voice, and growth strategy. The morning diverges (generating candidates), the afternoon converges (selecting hypotheses to test). Output of Phase 3 is a set of working hypotheses, not conclusions — Phase 4 customer validation is the next gate. The Phase Review confirms the workshop output is captured in the right T2D3 OS modules and the customer validation interviews can begin.
Section 4.1 · Workshop logistics
Prepare invites and presentation deck to run your internal strategy workshop
4.1.1 Workshop invite email
The strategy workshop is the single highest-leverage day of the entire engagement, and its quality is decided before anyone walks in the room. A workshop with the wrong people, or…
4.1.2 GTM workshop deck
The deck is not a presentation — it is the operating script for the workshop day. It paces the room, surfaces the pre-read findings as a shared starting point, runs each exercise…
Section 4.2 · Workshop exercises
Work through positioning, ICP, personas, messaging and growth templates with your team
4.2.1 Best/Better/Only template
Best/Better/Only is the first exercise of the workshop and the foundation of every value proposition, positioning statement, and message that follows. It forces the room to…
4.2.2 Positioning vector template
The positioning vector translates the Best/Better/Only output into a single, structured statement the whole company can repeat. It matters because positioning is the upstream…
4.2.3 ICP and personas template
This exercise produces the first formal draft of the Ideal Customer Profile and the buying-committee personas — P1, P2, P3, plus the Anti-Persona. The output is explicitly a…
4.2.4 Asana brand words template
This is the inside-out half of the brand voice work: before any external research, capture leadership's intuitive sense of who the brand is. It matters because the people who…
4.2.5 Ansoff growth matrix template
The Ansoff matrix is the workshop's resource-allocation decision: it forces leadership to be explicit about which growth bets they are funding, and in what order. Without it,…
Section 4.Z · Phase 3 Review
Validate Phase 3 outputs and secure stakeholder sign-off on GTM strategy
4.Z.1 Phase 3 Review and sign-off
This is the Phase 3 gate — the formal checkpoint where the strategy-workshop deliverables are locked and the engagement earns the right to move into customer validation. It pairs…
Module 5 · Phase 4: Customer Validation
Weeks 4 to 6 of the engagement. The workshop produced hypotheses; customer interviews validate or kill them. Eight to twelve interviews segmented across closed-won, closed-lost, churned, and expansion. Each segment teaches a different lesson. The interviews surface verbatim language for messaging, dollarized pain for ICP, and the gap between leadership's belief and the customer's experience. Output of Phase 4 is a validated ICP, persona set, and value prop hypothesis ready to be turned into the locked Foundation Document. The Phase Review confirms the persona set passes the Five-Test quality gate.
Section 5.1 · Customer interview frameworks
Extract validated customer wins using structured interview templates for testimonials and case studies
5.1.1 T2D3 customer testimonial interview template
The discipline is to interview, not pitch. You are mining for the language the customer used before they found the product, the moment of friction that made them act, and the…
5.1.2 Case study interview template
The testimonial interviews in 5.1.1 give you breadth — a language bank across the whole ICP. The case-study interview gives you depth on the accounts that matter most: high-signal…
Section 5.Z · Phase 4 Review
Confirm Phase 4 customer validation completion and readiness to advance
5.Z.1 Phase 4 Review and sign-off
This is the gate that closes customer validation. Its single purpose is to answer one question honestly: did the customer evidence confirm the workshop hypotheses, or did it force…
Module 6 · Phase 5: Foundation Finalization and Activation Runway
Weeks 6 to 8 of the engagement. The Foundation Document is locked, the messaging house is built across three layers (corporate narrative, persona-specific, channel-adapted), the activation sequence is defined using the asymmetric credibility play, and the next ninety days have explicit OKR targets. Output of Phase 5 is the complete Foundation Document, the activation runway, and the ninety-day OKRs that the engagement will execute against. The Phase Review marks the end of the Foundation Phase and the handoff to the execution phases.
Section 6.1 · Messaging foundation
Craft core messaging and press narrative to communicate your GTM positioning
6.1.1 Messaging template
The messaging matrix is where the validated ICP, personas, and Best/Better/Only pillars finally become language a marketer can ship. It matters because every downstream asset —…
6.1.2 Fictional press release template
The fictional press release is the fastest sanity-check on whether your positioning is real. Borrowed from Amazon's working-backwards method, you write the announcement you'd…
Section 6.2 · Strategy and planning artifacts
Document marketing strategy, plan, and growth priorities for alignment and execution
6.2.1 Marketing strategy presentation
This presentation marks the end of the Foundation phase and the formal handoff to execution. It's the moment you assemble everything built across Phases 0–4 — the validated ICP,…
6.2.2 Marketing plan spreadsheet
The marketing plan is the operational document the marketing team executes against once the strategy is signed off. It translates the abstract — messaging house, growth bets,…
6.2.3 T2D3 growth priority spreadsheet
This spreadsheet locks the financial model behind the engagement — the ARR projection and the lever assumptions that justify the marketing plan. It matters because it is the…
Section 6.3 · Budget and OKRs
Define budget allocation and OKRs to measure Phase 5 success
6.3.1 Marketing budget template
The budget grounds the marketing plan in financial reality and is the document that turns "we should run ABM" into "we have $30K allocated to ABM this quarter." It matters because…
6.3.2 T2D3 ACMO Handbook engagement OKRs
The OKRs convert the marketing plan and growth model into what the engagement is measured against for the next 90 days. They matter because without them the execution phase drifts…
Section 6.4 · Lock the foundation in T2D3 OS
Walk through every GTM module in the T2D3 OS app and enter the Phase 1-5 outputs there, then lock each module. Locking signals that the foundation work is durable and downstream artifacts (messaging, content agents, dashboards) can safely depend on it. Each task below points at one in-app module — open it, paste in the workshop output, and switch the status to "locked".
6.4.1 Run + lock the GTM Survey module
This step moves the Phase 2 internal-voice work out of documents and into T2D3 OS as structured, locked data. It matters because the GTM Survey module isn't just a record — its…
6.4.2 Run + lock the Team Interviews module
The structured 1:1 interviews you ran in Phase 2 carry the highest-signal internal conviction data in the engagement — individual leaders' unfiltered views on who the customer is,…
6.4.3 Lock the ICP module
The ICP is the wedge — the single most consequential decision in the engagement. Everything downstream (targeting, messaging, channels, budget) compounds on it, so locking a…
6.4.4 Lock the Personas (P1-P2-P3) module
Personas convert the ICP from a company-level target into the specific humans on the buying committee you must move. In B2B SaaS the average deal involves 6–10 stakeholders, so a…
6.4.5 Lock the Value Props (Best/Better/Only) module
The Best/Better/Only output from workshop section 4.2.1 becomes the three pillars that frame everything downstream — messaging, brand voice, content, sales narrative. This step…
6.4.6 Run + lock the Brand Voice module
Brand voice is what makes a thousand pieces of content sound like one company instead of one writer's mood that day. This step runs the MaxDiff Brand Voice exercise from workshop…
6.4.7 Lock the Growth Matrix module
Workshop section 4.2.5 produced an Ansoff growth matrix — the explicit, prioritized choice of which growth bets the company funds and in what order. This step locks those plays in…
6.4.8 Lock the Customer Interviews module
The Phase 4 customer-validation work is the single best source of real buyer language in the engagement, and this step gets it into the Customer Interviews module where the AI…
6.4.9 Lock the Messaging Framework module
This is the capstone of the entire Foundation phase — the module where the positioning vector (4.2.2) and the messaging template (6.1.1) become a locked, queryable grid of one…
Section 6.Z · Phase 5 Review
Validate foundation completeness and transition to ongoing engagement
6.Z.1 Phase 5 Review and engagement transition
This is the gate that closes the Foundation build and opens the execution runway — paired with mentor session 2. It matters because everything from Phase 0 onward has been…
Module 7 · Execution (Days 46-75)
Ship 3-5 visible wins. Stand up the operating cadence.
Run the Quick Wins
Ship the 3-5 wins from the diagnostic.
Run the Quick Wins with Single Owners
Once the foundation is set, execution (days 46-75) is where the engagement earns its credibility. Quick wins are the visible proof that the new GTM operating model produces…
Track and Report Weekly
During execution (days 46-75), a tight weekly report is what keeps the founder and revenue leadership confident that the new GTM motion is working — and what protects you when…
Celebrate Wins Publicly
In a fractional-CMO engagement, momentum is political capital. When you arrive, the marketing function is often viewed by the founder, sales, and the board as a cost center that…
Stand Up Quarterly Cadence
OKRs, weekly ops, monthly leadership review.
Stand Up Marketing OKRs
The transition from quick wins to durable execution hinges on a small set of revenue-tied OKRs. The single most common failure mode of a marketing function is measuring activity…
Run a Weekly 30-Min Marketing Ops Meeting
A weekly 30-minute marketing ops meeting is the operating heartbeat of the engagement's execution phase. Without it, status lives in scattered Slack threads, decisions get…
Run a Monthly Leadership Review
The monthly leadership review is where marketing earns its seat at the table. The weekly ops meeting runs the work; this 60-minute session with the CEO + CRO + you connects that…
Marketing Metrics Dashboard
Single source of truth dashboard the CEO trusts.
Build the Single Source of Truth Dashboard
A single source-of-truth dashboard is the artifact that makes everything else in the execution phase real. Before it exists, the CEO, CRO, and marketing each run on their own…
Get the founder to use it daily
A dashboard the founder doesn't open is a dashboard that doesn't exist. The moment the CEO keeps reasoning from their old spreadsheet or a gut feel, the rest of the company…
Document the Definition of Each Metric
Numbers without documented definitions are a time bomb. Two people will compute "pipeline" or "MQL" differently, the figures stop reconciling, and trust in the dashboard collapses…