The Case: Meridian Intelligence

Meridian Intelligence is a hypothetical company I created for this portfolio, and every figure is illustrative. Some of my real work, adapted with details changed, uses Meridian as its setting, and the Real Work page says which pieces. Every other section of this site is built around it.

Snapshot

Company: a B2B SaaS company in market and competitive intelligence. Series B, about 80 employees, about $25M ARR. The Platform is an annual subscription that includes on-demand analyst access at no extra charge, plus Professional Services (custom research). Buyers are heads of strategy, competitive intelligence, product marketing, and corporate development at mid-size and large enterprises, with buying committees of five to eight people.

GTM team (22): 3 SDRs (2 mid-market, 1 enterprise), 6 AEs (3 mid-market, 3 enterprise), 3 account managers, 3 CSMs, a Head of Sales, a Head of CS, two frontline managers who also carry some deals or accounts, 2 product marketers, and 1 RevOps analyst. SDRs and AEs win new business, account managers own expansion, and CS owns onboarding and renewals.

Enablement: none today. This is the first hire, one person who builds the function, with no LMS and budget for roughly one new tool. Enablement reports to the Chief Revenue Officer (CRO), who is the executive sponsor, approves priorities, takes part in the quarterly review, and gets a short weekly written bulletin. It serves both Sales and CS. Product, People Ops, and IT support the work but aren’t part of GTM.

Goal: over three years, roughly double ARR from about $25M to about $50M through predictable new-business growth, while accounts keep renewing and expanding (net revenue retention at or above 110%). Meridian sells to companies with 1,000 to 10,000 employees and $250M or more in revenue that have a named budget owner, and walks away from one-off research needs and buyers with no owner or champion.

The four problems, and where the site answers them

1. Slow ramp. New AEs take about nine months to reach full quota, against a six-month target. Onboarding is shadowing and a shared drive. Answered by: the 90-day (12-week) onboarding plan, with certification gates and a peer mentor for the first 60 days (Onboarding, Coaching). Target: ramp from nine months toward six, with the first cohort on track by month 12. Every new hire has accounts and tools in place on day one.

2. Inconsistent discovery. Call quality varies by rep, qualification criteria aren’t documented, and forecasts miss as a result. Answered by: one discovery standard and scorecard, taught through the Discovery Questioning Framework and reviewed weekly (Training, Onboarding, Coaching). Target: a scorecard in use on reviewed calls.

3. No CS health signal. CSMs learn an account is at risk too late, because there’s no shared definition of account health. Answered by: a six-signal health check, the CSM track, and a quarterly churn learning loop (GTM Strategy, Training). Target: every account with a health score and a renewal-readiness check. New CSMs run kickoffs independently by day 90, and new account managers lead agreed expansion openings by day 90.

4. Messaging drift. After a recent product launch, reps describe the product differently than Marketing does, and customers notice. Answered by: one approved set of messaging owned by Product Marketing, a quarterly messaging session, and a drift check (Collaboration, Training). Target: one approved set of messaging, in use in live calls.

Targets are for the case, not results. Metrics shows how each is tracked, the Roadmap lays out the first year in order, and Real Work shows what I built and used.

Constraints

No enablement headcount. Calls and meetings are recorded, so review is possible. RevOps has no capacity for custom reporting. Reps have limited training time and are skeptical of “another process.” Quota pressure is high, so changes have to show results quickly. Managers carry some deals or accounts, so coaching time is limited.