GTM strategy for the new VP of Marketing.
The 30/60/90 diagnostic playbook.

The marketing automation, attribution model, and CRM workflows were built by your predecessor for a different strategy. Rewriting them is a six-month project. The board does not give you six months. You have to know what to keep, what to wire around, and what to rip out.

The reason they hired a VP of Marketing was a pipeline gap. The board wants a number on the dashboard inside 90 days. The diagnostic has to surface fixable leaks fast and the fixes have to ship inside the quarter.

Six attribution models, six different versions of what works. Without a sober read of the data, every reallocation is a guess. The diagnostic has to produce a single source-of-truth view of channel performance before any structural call gets made.

You inherit an org chart. Promoting, hiring, or firing in the first 90 days without diagnostic evidence is a board-credibility risk. The audit gives you the evidence base to defend the structural calls when you make them.

The temptation in month one is to ship something visible. Resist it. The first 30 days are for a sober diagnostic: ICP audit, positioning audit, channel scorecard, attribution sanity check, and a head-count map of who actually does what. Commit to nothing structural until the diagnostic is done.

By week six the diagnostic has identified the two or three worst leaks. Fix those. Kill the channels with no compounding payoff. Cut the agency that nobody can defend. Reroute spend toward the channel mix the scorecard ranks highest. Do not rebuild the org chart yet.

By day 90 the board expects a strategy, not a tactic. Present the GTM operating system: ICP, positioning, channel mix, sales motion, measurement cadence. Show what is being killed, what is being doubled, and what new bets are being placed. Defend each call with the diagnostic data.