ADVISORY
A second opinion that isn't already invested in the answer.
Personal advisory and board seats. Someone outside your org chart who has run the play from more than one seat, and will tell you when the plan is wrong.
When you want a second opinion
Inside your own company, everyone with an opinion also has a stake in the outcome. Your VP Sales wants more headcount. Your CFO wants fewer. Both are arguing their seat, and both are partly right, which is exactly what makes the call hard.
A thought partner from outside carries none of that. We can look at the same numbers without needing them to say something in particular. Sometimes that means telling you the plan is sound and you're second-guessing it. More often it means saying the thing nobody in the room is positioned to say.
Board and advisory seats
We take a small number of board advisory roles where the fit is real. Same work, different altitude: pressure-test the strategy, ask the question the deck skipped, and stay useful between meetings rather than only at them.
Why an outside seat is worth something
Range matters more than tenure here. Revenue, customer success, and operations, across industries that look nothing like each other on paper. Patterns that are invisible from inside one function are usually obvious from three.
That range is why these conversations tend to end somewhere other than where they started, and usually somewhere more efficient.
See the seats that range came from on LinkedInMatt's AI guidance has meaningfully changed how I run Pinpoint and how I spend my time outside of work. I've placed him in two executive GTM roles and partnered with him on countless hires over the years, so I trusted his judgment going in. What surprised me was how quickly a few focused conversations translated into real efficiency gains. The combination of his GTM experience and AI expertise is rare, and I'm confident any business serious about efficiency and results would benefit from it.
Mark Sasson
Managing Partner, Pinpoint Search Group
Related
vCxO
Fractional Chief Revenue, Chief AI, Chief Customer, and Chief Operations roles, scoped to what you actually need this year rather than what the org chart says you should have.
GTM Consulting
Top of funnel, conversion, and churn get owned by three different teams and solved as three different problems. They aren't. Fixing one while the other two leak is how you end up running hard and staying flat.
Start with a conversation.
We've done this work for teams with your shape of problem. Let's see whether there's a path to the same results for us.