Goodwill
A security-staffing business with a real mission and no map of who buys. Six of us consulted for Goodwill NYNJ, and I led the go-to-market work.
Crichton, GTM Lead
One of six on a McCombs LIFT consulting team. I own the commercial side: ICP, segmentation and the sales motion.
"Who Actually Buys This?"
Four very different sectors could buy security staffing. Each has its own buyers, budgets and reasons to care about the mission.
01 The Situation
The venture is a new, mission-driven security-staffing social enterprise from Goodwill of New York and New Jersey. It's a real business with a real product, and a mission baked into how it hires. Our client needed a go-to-market strategy, a set of business-plan options and a profit-sharing model it could actually run.
"Security staffing" isn't one market. A nonprofit, a retailer, a government agency and a commercial property manager buy it for different reasons, on different timelines, through different people. A mission can be a tiebreaker for one buyer and irrelevant to the next. Treat them as one audience and you win none of them.
02 What I Did
- Map the marketSegment the market across nonprofit, retail, government and commercial buyers: what each one needs, how it buys and where the mission actually moves the needle.
- Prioritize the accountsTurn the segments into an ideal customer profile, so the team spends its first year on the accounts most likely to say yes.
- Design the sales motionMatch each priority segment to a way of selling: who to call, what to lead with and what proof they'll ask for. This is the part six years of carrying a quota prepared me for.
- Tie it to the business modelWork with teammates on the business-plan options and profit-sharing model, so the GTM plan and the economics tell the same story.
03 The Results
● In progress
This project is still underway. Final recommendations go to Goodwill NYNJ at the end of the semester. The numbers below show the scope so far, and I'll add results once the client has them.