SaaS Go-to-Market & Operations Sprints

Which one is stuck on your roadmap?

None of these need a VP hire or a six-month transformation. They need to be scoped as a real initiative, owned by one person, and closed.

Founder-led sales that won't transferYou close deals. Your first AE can't, because the playbook lives in your head.
The sales-to-onboarding handoffWhat was promised in the deal never reaches the person who has to deliver it.
A pipeline nobody trustsHubSpot is half configured, stages mean different things to different people, and the forecast is a guess.
A roadmap run by the loudest customerNo intake, no decision rule, and engineering gets whiplash every sprint.
Activation that depends on a personCustomers succeed when someone walks them through it, and quietly churn when nobody does.

How we start, explained plainly.

You already know what's broken. The first 30 days close one of those things — and halfway through, we start mapping what comes after it.

Days 1–7

Scope it

Pick one initiative. What's in, what's out, who owns it, and what done looks like.

Days 8–14

Build it

The standard, the decision rules, the checklist. Your team helps design it, so it fits how they actually work.

Days 15–20

Review & map ahead

We check what's working, adjust, and start mapping the next initiatives together.

Days 21–30

Land it

Training, adoption check-ins, and the old way turned off. No reverting.

Day 31 on

Keep building

The next initiative on the map, with the same rhythm. You decide how long we keep going.

Why it sticks

Most fixes fail after launch, not before. This is how ours don't.

Most improvements fail on adoption, not design — so adoption gets planned as hard as the fix
One person owns adoption, not IT and not "everyone"
Weekly check-ins while the new habit forms
The old way gets switched off, not left as a fallback
People get seen doing it right — recognition builds the habit, enforcement only stops the slide

What we can build together.

Start with one in the first 30 days. Most teams work through several over the following months.

Sales playbook v1

ICP, discovery questions, stage exit criteria, and objection handling — pulled out of your head and into a doc your first AE can run.

Deal-to-onboarding brief

The same fields on every closed deal, so what was promised actually reaches the person delivering it.

A pipeline you trust

Stage definitions everyone agrees on, CRM cleaned up to match, and one weekly view that drives decisions.

Feature-request intake

One front door for customer asks and a decision rule, so the roadmap stops following the loudest account.

Activation checklist

A defined first-30-days path and one activation metric, so success doesn't depend on a hero CSM.

Decision rights

What can be approved at what level — discounts, scope, exceptions — without waiting on your calendar.

Start with 30 days. Stay because it works.

The first 30 days are how you find out whether this is worth it, with your money protected. What comes after is a working partnership, one initiative at a time.

Days 1–30

The first 30 days

One fixed price. One stalled initiative scoped, built, and landed — with a metric that shows whether it worked.

Day 30

The guarantee

If you're not happy with the first 30 days, you get half your money back. No debate, no fine print.

Day 31 on

The partnership

A steady monthly rhythm: the next initiative on the map, a regular review, and the owner-intervention count trending down.

Three questions worth sitting with.

There's no quick diagnosis here. You and your team understand the business best. These are the questions I start with — and the ones good teams keep asking long after we're done.

Where does a deal or a new customer slow down today — and who's usually the one who notices?
What would make next quarter a clear win? Not a feeling — something you could point to.
What keeps getting pushed to “after the next release” that deserves to be finished?

Talk through your answers 30 minutes. You know your business best — we start there and plan from it.

Who I am

Effort doesn't scale. Structure does.

I've spent two decades across SaaS, hardware, and revenue teams — building go-to-market strategies, running sales and partnerships, working alongside product, and aligning teams who weren't speaking the same language.

The pattern I kept seeing: good people stuck inside workflows that were never designed. 8Day exists to fix that one initiative at a time. No jargon, no transformation plans, no AI hype.

Go-to-market strategySales & partnershipsProductOperationsAutomation

— Chris Lawrence, Founder

Before you book.

Straight answers to the usual questions.

Are you a fractional VP of Sales?

No. A fractional exec runs the function for you. We build the structure — playbook, stages, handoffs, decision rules — so the people you hire can run it without you.

Are we too early for this?

If you have paying customers and at least one person besides you selling, onboarding, or supporting them, you're not too early. Before that, the founder should still be doing it.

Will this slow down the product team?

It's designed not to. Most of this work lives in sales, CS, and ops. Where product is involved, it's usually to reduce interruptions, not add them.

Do we need to buy new software?

Usually not. Most of the gain comes from using what you already pay for properly. If a new tool is worth it, you'll see the math first.

What happens after 30 days?

Most of the planning happens before then. Around days 15–20 we review what's working and map the next initiatives together. If it's paying off, we keep going one initiative at a time. If you'd rather stop, you keep everything we built — no lock-in.

You built the product. Now the company runs through you.