Beth YehaskelI fix the system, then help the people in it change.

Most GTM problems are not people problems. They are system problems that show up as people problems. The VP of Sales who “didn’t work out.” The CS team that “doesn’t own renewals.” The AI pilot that “nobody adopted.” I have watched the same patterns play out at enough companies to know that swapping the person rarely fixes it. Redesigning the handoffs, the data, and the decision rights usually does.

I have seen those patterns from every angle. In the seat, running customer success and business operations at Spredfast and Jungle Scout through hypergrowth, and leading customer success for the Americas at Dropbox. As an advisor, with companies from Armis, SmartRecruiters, and Culture Amp to Upland Software, Autodesk, and Qualio. At the earliest stage, with startups like Marketvine and Ceresa and as a mentor to founder cohorts at Canada’s Lazaridis Institute. And in front of a classroom, teaching revenue architecture to more than 3,000 GTM leaders at Winning by Design. Startups, scaling companies, public companies. The friction hides in the same places.

What makes my work different is what happens after the plan is written. I am an ICF-certified executive coach through the Hudson Institute of Coaching, and I have coached COOs, VPs, directors, and senior managers through exactly the kind of change an AI transformation demands. So the plan is not handed over and left to fend for itself. I work with the leaders who have to carry it: the decisions they need to make, the conversations they are avoiding, and the pace their organization can actually absorb.

My rule for all of it is that simple is not easy. It takes more thinking, not less, to strip a system down to the parts that matter and build something a team can run every week without me in the room. Before any of this I was an archaeologist and then a Peace Corps volunteer. Both taught me that you cannot understand a structure from the top layer, and that change sticks only when the people living inside it choose it.

For larger engagements I bring in a bench of seasoned consultants, all former operators and leaders, to add specific skills or bandwidth. When the work needs technical architecture or a build, I bring in Cognitive Edge, the firm I co-founded with Ernesto Humpierres. Same approach, carried through to deployment, with your team owning the result.