77 — Annual GTM Plan
Status: CANONICAL · Commercial OS
Owner: Founder
Last verified: 2026-07-21
Horizon: H2 2026 + FY 2027. Strategy source: 50 GTM; financial frame: ../../product/FINANCIAL_MODEL.md (re-based to per-seat pricing 30 §6).
Purpose
The dated, numbered execution plan: quarter-by-quarter targets, the resource plan, and the variance discipline. 76 OKRs are the quarterly contracts; this is the year they add up to.
Target audience: Founder (operating), investors (the plan behind the raise 68).
1. The Year in One Table
| Quarter | Phase ([50 §2]) | Customers (cum.) | ARR (exit) | Headline motions |
|---|---|---|---|---|
| Q3 2026 | P0 Prove | 2 paying (8 DPs live) | ~$20K | End-to-end flow · 8 design partners · content engine to 500 subs ([76 §2] live OKRs) |
| Q4 2026 | P0 → exit | 4–6 | ~$50K | Launch ([51]) · seed raise at R3 ([68 §1]) · marketplace listing ([49]) |
| Q1 2027 | P1 Repeat | 10–12 | ~$150K | Post-launch conversion · 2 named case studies ([64]) · repeatability instrumentation ([74 §3]) |
| Q2 2027 | P1 | 16–18 | ~$300K | AE #1 hired (gate: ratios held [36 §4]) · Salesforce connector parity · webinar flagship monthly ([61]) |
| Q3 2027 | P1 → P2 | 24–28 | ~$500K | CS #1 hired (15+ customers) · first V3 bench expansions land ([46]) · Dreamforce ([63]) |
| Q4 2027 | P2 Compound | 35–40 | ~$800K–1M | Expansion engine ≥ 40% of new ARR · partner channel activated ([48 Phase 2]) · Series A metrics assembling |
Reconciliation note (honesty ledger): this trajectory is the FINANCIAL_MODEL's month 1–18 arc re-based to per-seat enterprise-wedge economics — fewer customers, higher quality, ACV-led ($10K land → $22K blended [30 deal math]) — with India/UAE volume deferred (78). The model's month-12 $85K MRR maps to our Q4-2027 exit range. Variance vs. model reviewed quarterly ([72 §3]).
2. The Quarterly Motion Detail
Q3 2026 — Prove. All energy on the Strategic Build Plan's moment: real CSMs, real HubSpot data, lighter days. Sales activity: 15+ discoveries (network + early content), 2 conversions. No launch prep beyond the gate checklist's long-lead items (film, listing paperwork).
Q4 2026 — Claim. Launch when the gate passes, not when the calendar insists ([51 §1]). The raise runs on launch momentum. Pipeline target entering 2027: ≥ $150K qualified (3x Q1 target [72 §2]).
Q1–Q2 2027 — Repeat. The founder runs the machine while proving someone else could: every deal on-methodology, ratios tracked for the two-quarter repeatability test ([74 §3]), enablement corpus ready ([71]). AE #1 starts with a warm pipeline, certified in 2 weeks, ramp target: first close ≤ 60 days.
Q3–Q4 2027 — Compound. Expansion engine carries growing share (V2/V3 plays live [46]); partner Phase 2 activates on its gate ([48 §1]); the Series A narrative assembles from cohort evidence ([67 §8], NRR proof).
3. Resource Plan (people & spend)
| When | Add | Gate |
|---|---|---|
| Post-seed (Q4 26/Q1 27) | 2 engineers | Funding closed ([67 §10] allocation) |
| Q2 2027 | Founding AE | Repeatability ratios held 2 quarters ([36 §4]) |
| Q3 2027 | CS #1 | 15+ customers ([50 §5]) |
| Q4 2027 / as demanded | Content-PMM | Founder content demand > 4 hrs/wk sustained |
GTM spend posture (from FINANCIAL_MODEL §2.5, per-seat era): S&M ex-payroll stays lean — content tooling, events travel (2–3 [63]), marketplace/listing costs, demo infrastructure. No paid acquisition all year ([50 §3]). Founder GTM time is the real budget: audited monthly against the 25-hr split ([50 §5]).
4. Risks to the Plan (owned, with tripwires — [10 SWOT] integration)
Flow slips past Q3 (→ everything shifts right; the honest ledger says so, no compression fantasy) · launch-gate incomplete in Q4 (→ launch moves, raise re-sequences to bridge logic [68 §1]) · repeatability ratios fail (→ AE hire delays; diagnose per [74] before hiring anyone) · design-partner conversion < 50% (→ pricing/packaging review [30 §5] + wedge-fit re-examination per SWOT T5).
KPIs: the one-table targets, quarterly · phase-gate discipline (no phase-skipping spend) 100% · hiring gates honored 100% · plan-vs-actual variance reviewed and explained quarterly — the plan is a living document, revisions logged, fantasies forbidden.
Related: 50 GTM Strategy · 76 OKRs · 72 Revenue Metrics · 68 Fundraising · FINANCIAL_MODEL