Enterprise deals are decided by a committee. You can only afford to convince one of them.
Ten or more people sign off a six-figure deal, and each of them is measured on something different. Reaching all of them used to cost two weeks of research and writing per account, so nobody did it. That cost has collapsed. Most teams selling into enterprise have not rebuilt around it yet.
Big enough to chase enterprise deals. Too small to staff for them.
Four sentences we hear on almost every call. If any of them is yours, the rest of this page is written for you.
We are single-threaded on every account and we know it.
One contact per account, into a committee of ten or more. That produces exactly the win rate it deserves, and no amount of effort changes it.
Deals go quiet in the middle and we find out at quarter end.
Nobody watches the long middle. By the time the pipeline gets attention it is too late to act on it.
It takes us six weeks to get a new segment campaign-ready.
Every segment is rebuilt from near-scratch, because nothing from the last one was written down in a form anything can reuse.
Everyone uses AI, and none of it starts from the same truth.
Individual drafting from a blank context, every time. Two people describe the same product two different ways.
None of that is a discipline problem. Three directors cannot cover four segments and ten stakeholders per account by working harder at it.
The constraint was never strategy. It was hours per account.
Every enterprise marketer already knows they should map the buying committee and speak to each seat in its own language. Almost nobody does it, because the cost per account is human hours. So teams do the affordable thing instead: one thread, one contact, and hope it travels.
The problem was never how big the deal is. It is how many people have to agree, and the fact that a scale-up team can only afford to convince one of them. Every quarter that passes, the committee grows and the team does not.
The first buyer in an account
The manual motion. Expensive. Research, narrative, proof, objections
The second through fifth buyer
The manual motion. Each nearly as expensive as the first, so it never happens
The second account in a segment
The manual motion. Rebuilt from near-scratch
The second segment
The manual motion. Four to six weeks to campaign-ready
The long middle of a deal
The manual motion. Unwatched until quarter end
Not every deal is reachable by a growth system.
In any enterprise book a real share of the gap sits behind licensing, accreditation, procurement sequencing, and internal stalls that no campaign moves. Those get named, with owners, and the system is held accountable for everything else. Saying it in August is what makes the scorecard credible in December.
Start with the workshop. Most teams do.
The workshop
$4,500 · up to 5 seatsYour growth team architects the five capabilities and builds the first one live, on a real account someone in the room already knows. Nothing is practiced on sample data, so what gets built is running on Monday.
- Five capabilities architected on your own pipeline
- One of them running before the second session ends
- A scorecard and a 90 day build order, in writing
Agentic Partner
Scoped on the callThe workshop makes it possible. This carries it. Monthly build sessions on your live pipeline, architecture review, deployment support while your team builds the next capability, and the roadmap that decides which one comes next.
- Something ships every month
- Architecture review, so nothing quietly ages out
- Coaching for each of the three owners
Five capabilities, one operating model.
Five separate AI experiments fail. One operating model with five capabilities compounds, because every one of them reads the same approved truth and reports one number.
The knowledge layer
Approved truth in one governed place. Every capability reads it first.
Pipeline follow-through
Watches the deal list nightly, flags silence, drafts the next touch.
Buying-group activation
Reaches every seat in the account, not one contact.
Content intelligence
One approved source becomes a channel set, without drifting off message.
Revenue recovery
Works the backlog you already paid for. Never contacted, never connected.
Account growth playbook
Scores and tiers accounts by fit rather than by size.
Capability 02 is the one that moves the win rate, and it is roughly three times larger than any volume fix. Capability 01 is the one that pays inside the current year, because it works opportunities that already exist. That is the build order.
These are not five things to learn. They are one shape, applied five times.
Approved truth
The knowledge layer, plus your own systems. Never a blank context.
The volume work
Inside boundaries you set. It drafts and scores, it does not decide.
A named human
Reviews before it acts. Operator, Reviewer, Approver, named people.
Work, and one number
Something that ships, and the single measure it reports.
The human frames the work upstream and reviews it downstream. Nothing in between runs unsupervised. Governance did not disappear. It moved to the two ends.
Trusted by teams and leaders at
Four people have to say yes. Here is what each one gets.
This section is the deliverable. Messaging written per seat is exactly what you are reading. Forward this page to the other three and watch whether they find their own answer without asking you.
CEO or CMO
Is this a real bet, or another AI expense?
$4,500 to find out, signed on your own authority. No vendor onboarding, no security questionnaire, no procurement cycle. If it works, the whole ladder is already on the page.
VP or Head of Marketing
Does this make my number, or make my life harder?
It runs on the stack you already own and the accounts already on your list. Your team does not learn a new platform, and three numbers get baselined before anything starts.
Your three directors
Can we actually build it, and do we keep it?
You build it in the room, in plain language, on your own account. Every prompt, context file, and workflow stays in your workspace.
Sales leadership
Is this another report nobody asked for?
Coverage of the committee on accounts you are already working, and a brief your AE reads before the call. Not a dashboard.
What leaders are saying
Growth, marketing, and operations leaders who built the system themselves.
"Grace did a great job providing an overall framework for how to set goals for AI projects, define workflows, and establish governance. She combined this with live demos on building agents for surfacing prospects that match your ICP."
Craig PremoDirector of Marketing, RosmanSearch"This course put structure around things I'd been doing by feel. Grace's frameworks build on each other; every module sharpened the last, and she makes strategy and AI in marketing converge in a way that's practical."
Tania MillanSr. Manager, Digital Experience & Strategy, Forum Health"Hands-on and interactive. Good at showing that it is possible to build a stable context structure and then interesting content from small everyday snippets like transcripts."
Maibritt Harritz GrosenChief Operations Officer, Clearwater"Grace is an inspiring leader with a real gift for making complex ideas feel clear and approachable. Whether you are just starting out or looking to take things to the next level, her guidance and insights are incredibly valuable."
Toey ChitmanasakRegional CRM & Data Manager, Michelin"Really useful course, whether you are new to AI agents or already have some experience. It meets beginners where they are and still gives intermediate users real depth. You walk out with working agents you can refine and start using right away."
Geraldina Scarascia OlsonFractional Marketing Leader"Grace is an amazing mentor with a deep understanding of AI and its applications. Her insights into using automation for marketing workflows and integrations have been invaluable to me."
Martha CruzMarketing Manager, SPI BorescopesYou own the system, from day one.
Yours on handover
Every prompt, context file, and workflow sits in your own workspace. There is no platform of ours to stay subscribed to in order to keep using what you built.
Hiring it is fragile
A senior GTM hire is roughly $180,000 loaded, three months to find, six to ramp, and the capability leaves when they do. Most companies in this position have already run that experiment.
Outsourcing it does not compound
An agency builds the campaign, keeps the method, and re-charges for the next one. The knowledge layer that makes the second segment cheap never forms.
A human governs every send
A named Operator, Reviewer, and Approver on every capability. Nothing publishes itself, in the room or afterward.
The asset that makes account two cheaper than account one is approved, structured, reusable truth, and it only accumulates if it lives inside your company.
What you are actually thinking
A license is a tool. This is the operating model that decides what to build for your pipeline, which approved truth it reads first, who reviews it before it acts, and which number it reports. Tools change every quarter. The model does not.
The honest question back is: what is still running from it? A generic session teaches the tool on someone else’s examples. This builds one capability live on a real account of yours, hands it to a named owner, and attaches one number to it before anyone leaves the room.
Yes, and we would rather say so than pretend. The difference is whose truth it starts from and who decides. Every capability reads your approved knowledge layer, and a named human approves before anything moves.
Then the capability is in the system and the library, not in the person. That is the whole reason three directors build it rather than one, and why everything sits in your own workspace.
Ten more on the workshop page.
Reach every buyer in the account, at the speed you reach one today.
Eight hours across two sessions, up to five seats, on your own accounts. Your team leaves with the five capabilities architected and the first one running.