One Liner

Hi! I’m Nick Allen, and I help early-stage B2B software companies (Pre-Seed to Series B) to accelerate product adoption and growth by implementing technical GTM playbooks. My approach ensures strong alignment between Revenue (Sales + Customer Success) and Technical (Product & Engineering) teams, driving sustainable growth and enhancing operational efficiency.

The Critical Challenge Early-Stage Founders Face: Aligning Product, Sales, and Growth for Success

As an early-stage founder, you’re focused on several critical areas as you bring your product to market:

1. Defining a clear vision for your product and shaping how it should be built (product management & GTM strategy)
2. Building the product itself (engineering)
3. Driving sales and gaining traction
4. Ensuring smooth onboarding and implementation

But the real challenge is making sure all these moving parts work seamlessly together to drive growth and scale.

👋🏻 👋🏻 👋🏻 This is where I come in 👋🏻 👋🏻 👋🏻

I ensure these key areas are aligned, creating a streamlined path to market success while freeing you to focus on the bigger picture.

Early in a company’s evolution, a founding team is going to be playing some combination of all of these roles. This means that an engineer (who may not be as interested in sales), for example, will inherently be brought into Sales calls to support more technical conversations when they should be focusing on building. They’re also likely writing all of the documentation, helping to define product requirements, talking to customers, helping customers implement, etc. The list goes on, and this is especially the case in B2B environments where the product could be technical and support on the less-technical Sales side of the business is necessary.

On top of all of this, it’s important to ensure that communication loops between product/engineering teams and revenue-driving teams (a.k.a. Sales/Customer Success) are working together in harmony to solicit, share, and implement feedback that makes the product better and better over time.

It’s a lot to orchestrate, and often requires a certain perspective to orchestrate effectively.

How Nick can help

I’ve seen (and solved) this problem at early-stage startups; most recently as the Founding Sales Engineer and ultimately the head of Client Solutions at a HealthTech startup. I view the Solutions function at any B2B organization as the key lynchpin between Sales/CS and Product/Engineering and believe it’s incredibly important to establish that function early in an organizations evolution.

Here’s how I can partner with you and your team to address the same challenges I outlined above:

1. Working with you to assess and identify the highest-impact problems to solve relative to how you sell to, implement, enable, support, and solicit feedback from your customers. Some examples are:
   • How to ensure sales teams have the right internal technical partners to support net new business growth.
   • How to support account teams in implementing, supporting, and growing existing business.
   • How to ensure market-facing collateral (e.g. whitepapers, blog posts, technical documentation) speaks the customer's language and is easy to understand.
   • How to drive customer-centric conversations with Product teams to ensure the roadmap builds solutions to real customer problems.
   • How to protect Engineers time - allowing them to focus more on building and less on sales or customer implementations.
2. Developing and implementing playbooks for introducing a technical “Solutions” function at your organization.