Revenue Architecture
GTM as an engineered system, not an improvised motion.
Most IP and LegalTech companies do not have a growth problem. They have a GTM architecture problem, misaligned sales stages, unscored pipelines, pricing that does not reflect value, and a demo-to-close ratio that no one has modelled. Revenue Architecture is the design and operationalization of the commercial system that connects your product to revenue at the right velocity, margin, and scale.
What Actually Breaks
Four failure modes, seen repeatedly.
These are not product problems. They are commercial architecture problems, and they need a different intervention than most early-stage IP vendors receive from their investors or advisors.
Founder-led sales that never became a system
The founder closes the first ten to twenty deals on personal network and domain credibility. There is no documented process, no ICP scoring, no pipeline discipline. The first sales hire then fails, not for lack of talent, but because there is no system to succeed within.
Pricing that reflects engineering effort, not buyer value
IP technology vendors chronically underprice against the operational pain they remove. A platform that saves a fifty-person IP department two hundred hours a quarter lists at a fraction of the value it delivers. Thin margins then cannot fund the go-to-market investment needed to scale.
A motion built for product-aware buyers
The site leads with features, the demo opens with a product tour, and the conversation assumes the prospect already knows they need this category. In a market where most IP departments still run on spreadsheets and email, the selling motion and the buyer's reality are misaligned.
A demo-to-close ratio nobody has modelled
Stages are named but not defined, conversion is reported but not diagnosed, and forecasting rests on individual judgement. Without an instrumented funnel there is no way to tell a pricing problem from a qualification problem from a product problem.
How We Work
Five phases, in sequence.
Each phase produces something the next one depends on. Engagements can begin at any phase, but they cannot skip one, a playbook written before the diagnostic is a template, not an architecture.
Phase 1
Diagnostic & Strategic Roadmap
Assess current GTM infrastructure, identify gaps, define priorities
Phase 2
Playbook & Process
Architect the commercial motion, define stages, build conversion logic
Phase 3
AI Enablement
Leverage AI tooling across pipeline, content, CRM, and operational workflows
Phase 4
Coaching & Enablement
Train on the system, not on theory
Phase 5
Growth Engine
Build the repeatable, scalable commercial architecture
Where It Applies
Built from twenty years inside IP technology.
Eleven years at Questel, then VP Global Sales at DeepIP. Every category, every buyer dynamic, every vendor commercial model in this market was learned from inside it, not from a framework applied to a sector we do not know.