ABM based on insider knowledge of what works and what doesn’t.
I spent 5+ years building and marketing ABM platforms. Now I help companies run Lean ABM and build lasting GTM edge.
Most ABM budgets are spent on the wrong things.
Companies trying to move upmarket are often told that an ABM platform is essential to their GTM motion. I’ve seen buyers sign multi-year, six-figure contracts only to discover after a six-month onboarding, that they’re using less than 10% of the platform’s capabilities. Leadership or the board gets frustrated and cuts GTM spend, pointing to high costs and no visible pipeline impact. The truth is, most of the budget went to the license instead of the media. That’s the problem with big ABM platforms. The platform wasn’t the problem.
The waste was — and in my experience, the waste is the pattern, not the exception.
Start with a teardown of where your budget leaks.
The first thing I do is show you where your ABM spend actually goes, and where it’s being wasted: licence versus media, the accounts that were never your ICP, the channels quietly burning budget. You get a straight read and a short list of what to fix first, in order. It’s fixed-fee and money-back — if it isn’t worth it, you don’t pay.
I’ve seen this from the inside.
I spent years inside ABM platforms. I led marketing and product for Jabmo (acquired by Expandi) and N.Rich — both named in Gartner’s Magic Quadrant for ABM Platforms and I watched and ran hundreds of programmes from the other side of the contract. I ran the play myself, too, carrying pipeline quota for selling the platforms . I know which parts of the platform mattered and which ones you paid for and never used. I know how mid-market and enterprise sales work and that’s the difference between me and an agency guessing at it.
Lean ABM
A small, real account list. The budget on media, not licence fees. One channel that works for a committee sale instead of five that don’t. You own the whole stack when we’re done. Start small, prove it, scale what works.
See how Lean ABM works →I cap at four running accounts. That cap is why yours gets looked at every week, instead of handed to a junior.
Sometimes you should. If you’ve got a RevOps person to run it, a data team to feed it, and the deal volume to justify $55K a year, it’s a good platform. Most teams have one of those three and pay for all of it. Half an hour and I’ll tell you honestly which you are.
Not yet under this brand — I’m new. What I have is the play running on my own target accounts in public, week by week, and a first engagement that’s money-back. You’re not underwriting my learning curve.
Who this is for.
Post-Seed to Series B B2B SaaS. Comited to building out a lasting GTM Engine. High ACV deals with long sales cycle, with a buying committee. A six-figure ABM platform quote sitting in a drawer you didn’t sign. Or just on the fence about ABM. If that’s you, we should talk. If you’ve got a RevOps+ABM team and the budget for platforms like 6sense, buy it — and I’ll tell you so on the call.