Launch & go-to-market

Everything between a finished product and a market that knows it exists, buys it, and keeps using it.

You get the whole launch sequence, planned and built: the story, the assets, the campaign, the sales material your team repeats on every call, and the adoption flows that run once the announcement goes quiet.

Bring this in when there's a date on the roadmap and no story yet, when the last release shipped and nothing happened, or when three reps are pitching three different products. Six weeks out is workable. Two weeks out is triage.

Talk about launch

GTM & product launches

From the story and the plan to the campaign, the webinar, and the adoption flows that follow the date.

A launch plan your team can run, plus the pieces it needs: narrative, release tiering, assets, the campaign calendar, and the internal briefing that gets everyone saying the same thing on day one.

Launch narrative and message hierarchy, tiered by the size of the release
Integrated campaign across email, site, social, and paid support
Webinars and launch events, from run-of-show to follow-up
Adoption and retention flows for the weeks after the announcement

See the launch

Sales enablement

Decks, talk tracks, objection handling, battlecards, and FAQs, so every rep tells the same story.

The revenue-facing material your team actually opens, built from the message framework rather than around it, so what a prospect hears on a call matches what they read on the site.

Pitch and demo decks, with the narrative logic written down, not just the slides
Talk tracks and discovery questions by persona and segment
Objection handling, competitive battlecards, and pricing conversations
Customer-facing FAQs, one-pagers, and proposal templates

See the proposal

Strategy and planning

Positioning, ICP, message architecture, brand voice, and the GTM plan that follows from them.

The decisions, and the documents that carry them.

Positioning: what the product is, who it's for, what it displaces, and the one thing it does better.
ICP and segmentation, written tightly enough that a rep can disqualify with it.
Message architecture: the core narrative, the proof under each claim, and the variants by segment and channel.
Brand voice, plus a read on product-market fit that says where the evidence is thin.
A GTM plan naming what ships, in what order, and to whom.

Talk about positioning

Content creation

Deep-tech editorial, website and landing pages, case studies, demos, and the operations to keep publishing.

Writing that holds up when an engineer reads it closely and still moves a buyer who is skimming: site copy, long-form editorial, technical thought leadership, and the customer stories that prove the rest of it.

Website, landing-page, and product-page copy built on the message framework
Case studies and customer stories, from the customer interview to the published page
Long-form editorial and technical thought leadership, under your byline or your team's
Demo scripts, plus the content operations and calendar that keep it all shipping

See a sample

Event strategy

Choose the conferences that earn their budget, then arrive with a demo narrative and a follow-up plan.

Events swallow budget fast, so the first question is which ones deserve it. RISC scores every candidate on Relevance, Impact, Size, and Cost, using weighted criteria and a banded 1 to 5 rubric, so a shortlist can be explained to whoever signs off on it.

Scored, ranked shortlist with sponsorship tiers costed per event
Speaking strategy: which talks to pitch, to which tracks, and by when
Booth and demo narrative, so the 90-second version matches the website
Follow-up sequences written before the event, so nobody improvises them on the flight home

Score your events

Before we start working together.

What do we walk away with?

A written positioning statement, an ICP tight enough that sales can disqualify with it, a message architecture with the proof sitting under each claim, and the research behind the decisions. It's all documented, so a new hire or an agency can pick it up without a briefing call.

How is this different from market research?

Research is periodic and outside-in. You commission it, read it, and decide. Market feedback runs continuously out of your own pipeline and your own customers, so the decisions keep getting corrected instead of aging.

How far ahead of the date should we start?

Six to eight weeks gives you room to write the story, build the assets, and get sales ready before anything ships. Two weeks means you're choosing what to cut. If the date is already close, start with the narrative and the sales material, because those two carry the most weight.

Do we need positioning before you write anything?

It helps, and it's usually faster. If you don't have one, the first step is a short framework pass so the writing has something underneath it. Writing without a framework produces pages you rewrite in six months.

Is GEO different from SEO?

They overlap, and a lot of the technical work underneath is shared. The difference is what you optimize for: a search engine ranks pages, while an answer engine extracts and repeats claims, so clear definitions and consistent naming across the web carry more weight.

How is this different from sales enablement?

Sales enablement equips the people who sell, with decks, talk tracks, and objection handling. Internal systems serve everyone else, so support, product, and the hire in week two are all working from the same source.