Agencies Sell Hours, We Ship GTM Tools: How to Chain the 81 Helix Tools Into One Quarter of GTM Work

I co-founded Helix GTM Consulting in Bengaluru in 2022 on one thesis: agencies sell hours, we ship GTM tools. I have 24+ years in B2B marketing and 37+ client engagements behind me.

Today that is 81 free tools and skills: 48 tools in six connectors and 33 skills in eight Claude plugins. The connectors have passed 10,952 npm downloads, and 200+ organisations added the B2B Sales Enablement plugin in its first 14 days. Each connector runs free in the browser with no account or sign-in, and connects to Claude and ChatGPT through its MCP address.

My view, and it is an opinion rather than a measured finding: one tool used alone gives you one answer, and the value sits in the hand-off, where one tool's output becomes the next tool's input. A positioning statement written before anyone has decided who the buyer is will need rewriting once they do. A discovery script written without the buying group asks the champion questions only the CIO can answer.

I built this guide's example in telecom on purpose. I was National Marketing Manager, Broadband, at Reliance Communications from 2004 to 2007. I then spent June 2007 to October 2011 at Airtel, where Airtel Data Centers and Managed Services grew 4x. Selling connectivity to companies with many sites is a different sale from selling a software seat, and the tools need to handle it.

The order follows the decisions. The motion comes first because it decides the quarter: an account-based motion needs a buying group map for every target account, a product-led one hardly needs one. The buying group comes next, because a message is written for a named person, and the message comes before discovery, because the first call tests it.

Each tool hands the next one something specific, as in the table alongside: GTM Alpha's who-decides line becomes the stakeholder list, the champion and the incumbent go into IMPACT, and the champion's problem goes into the discovery question bank.

Step 5 closes the loop: ICP Intelligence ranks the accounts on what the first call taught you, and the ranked list replaces the example prospect count in step 1. Nothing passes between the connectors on its own; you carry each line across.

Where each role starts

Not every role starts at step 1. The table alongside is my own starting map, with names as they appear on tools.gtmhelix.com. A CRO starts at the first call and works backwards when nobody knows who signs. A CSM starts after the contract, and a RevOps lead starts with the fields every other tool depends on.

The B2B ICP and Customer Insight plugin is in review and not yet installable, so RevOps should use ICP Intelligence for now.

Step 1. Score the motion in GTM Alpha

Input: Branchwire sells managed SD-WAN and business internet to companies with many branches, on one contract with uptime credits. Series B, ACV $240,000, a 150 day deal cycle, NRR 108%, 1,200 addressable accounts, no self-serve, a mixed deal source, India, and channels of outbound, events and system integrator partnerships. The challenge, in the example's words: deals close only after a costly outage at the buyer, and procurement compares Branchwire line by line with the national operators.

What came back: Ecosystem and ABM as the primary motion and Community-Led as the secondary, with the scores and reasons in the table alongside. It read the business model as connectivity, "per site, per link or bandwidth, on a term contract", and described the usual sale as "Account-based enterprise sales, often an RFP or rate-card comparison, with a site survey and pilot sites before the rollout." Its sector line on who decides: the CIO signs, the network or infrastructure head champions, the CISO reviews the security overlay, procurement compares rate cards and finance checks the cost per site.

How to read it: Ecosystem and ABM added up to 12 and was "held at 10, the top of the scale", so the lead is not close. Read both halves of the name. The first 30 days start with "Map current partner ecosystem and identify strategic gaps", and Branchwire already sells with system integrators. My reading: bring the integrators who run branch IT for banks and retailers into the target accounts, rather than running ABM alone. Community-Led at 7 came only from the stage and India; I would treat it as a peer group of network heads that supports the ABM work, not a second plan.

The note "No dominant acquisition channel detected" came from my answer of a mixed deal source. When I reran it with outbound, the note disappeared and Inbound and Outbound rose from 5 to 7 ("Majority of deals from outbound", +2), while the lead and the secondary stayed the same, though the secondary now rests on a 7 to 7 tie with Community-Led. So answer that field from your CRM, not from memory. The first 30 days also include "Research and prioritize top 50 enterprise prospects (Example figure: replace with your own)". Step 5 replaces the 50 with a ranked list.

Hand-off: the who-decides line becomes the stakeholder list for step 2, plus the Head of Retail Operations, because outages cost the stores.

Step 2. Map the buying group in ICP Intelligence

Input: managed SD-WAN and business internet, $240,000 ACV, banks and retail chains with 50 or more branches, connectivity as the business model, champion Head of Network Infrastructure, and the four stakeholders from step 1.

What came back: the five seats in the table alongside, with Head of Procurement listed as "(review)" and one role it said is usual in telecom but missing from my list: "Network Manager (user)". It left the technical evaluator seat open, "not named in your stakeholders (ask your champion who evaluates it technically)", and gave that seat the migration objection with an answer: "Propose a wave plan by region with fallback links and a rollback rule for each wave."

How to read it: the open seat is the finding. The technical evaluator designs the cut-over, so ask the champion who it is. Nobody in retail operations will log in to an SD-WAN console, so skip that seat's generic questions and keep the one that matters: "What does an outage cost a branch in a day: lost sales, idle staff, or something else?" That answer is the number the CIO needs.

The output also sets "Minimum 3 of 5 roles engaged before proposal", labelled an example figure. For Branchwire I would not send a proposal until the CIO, the champion, the CISO, the technical evaluator and finance have all met you: the CISO holds the security overlay objection, and the evaluator must accept the wave plan. Finance is missing because the input lists only the titles met in live deals, and the map did not add it as a seat. Its sector notes say "finance checks the cost per site", and in my view that is the comparison where the national operators' rate card looks strongest. Add the seat; step 5 names the Chief Financial Officer.

Hand-off: the champion's title becomes the target customer in IMPACT, and the incumbent, the national operators' MPLS links managed site by site, becomes the alternative. The CIO's price-per-site objection goes along as the test the objection answers must pass.

Step 3. Write the message in IMPACT

Input: target customer heads of network infrastructure at banks and retail chains with 50 or more branches; the need, "lose sales and staff time every time a branch link goes down"; the benefit, higher uptime per branch and faster repair; the alternative, the national operators' MPLS links, managed site by site; the difference, one contract for every branch, with uptime credits paid when a site goes down; sector telecom, business model connectivity.

What came back: a positioning statement, taglines, three pillars and six objection answers. The pillars say "Proof you have: none given for the result yet." The proof to collect is "uptime and repair time across the pilot sites, compared with the incumbent's record for the same sites." The social proof variation declined to write a line: "No customer count, result or recognition was typed, so there is no honest proof line to write yet."

How to read it: judge the inputs, not the sentence. "Higher uptime" with no figure will not survive procurement's line-by-line comparison, so put the pilot sites' measured figure into the benefit and run it again. The test from step 2 holds: the price answer moves the CIO from price per site to total cost per site, but it needs the outage cost from the first call. One quirk to read past: the audience section labels the CISO as the technical evaluator, while step 2 placed the CISO as the reviewer. Take the seats from the buying group map and the words from IMPACT.

Hand-off: the need line and the operator comparison become the known pain points for discovery. The known metrics, uptime per site and mean time to repair, come from the sector notes in GTM Alpha and ICP Intelligence; IMPACT only repeats them.

Step 4. Prepare the first call in Revenue Enablement

Input, called over the connector's MCP address: MEDDPICC, first call, a retail chain with 50 or more branches, Head of Network Infrastructure, the two metrics from the sector notes, telecom as my sector, three gaps to fill (who signs, when the operator contracts end, what the CISO needs), and two pain points: "branch links go down and stores lose sales and staff time" and "each site is managed separately with the national operator". Those are IMPACT's need and alternative reworded on purpose into the buyer's framing, because this tool quotes pain points back to the buyer on the call.

What came back: an opening that quotes the first pain point back, telecom questions such as "Which contracts end when, and which operator holds each site?", the MEDDPICC questions alongside, and a close that asks for a second call with the CIO.

How to read it: I first typed the three gaps with commas, and they came back as one heading with one question about who signs. With semicolons between them, each gap got its own question, but the contract question was matched with a paper process question. Ask the telecom question about contract end dates instead, because the incumbent's contract end date is the real close date.

Hand-off: the call answers fill the open evaluator seat in step 2, any measured outage cost goes into the IMPACT benefit line, and the contract end dates become the timing field in step 5.

Step 5. Close the loop: rank the accounts in ICP Intelligence

Input: three of the 1,200 accounts with fit, intent and relationship from 0 to 100 and a timing word, all example figures. My own rule: intent from an outage in the last 90 days, timing from the contract end date.

What came back: the ranking alongside, with default weights (fit 40%, intent 30%, relationship 15%, timing 15%) labelled as examples, and roles to reach that include the Chief Financial Officer.

How to read it: the bank has the best fit and still ranks second. Its intent of 40 costs it 12 weighted points against the retail chain, and timing "later" costs 9 more. Even at "now" it would score 68, so the first call at the bank has to find an outage or a live project, not only a contract date. The number to aim for: intent 75 with timing "now" scored 78 in a re-run, one point above the retail chain's 77. The retail chain's reason, "High buying intent", fits: fit gives it the most points, 30 of 77, but intent gives it 12 more points than the bank, the largest single margin between them.

Hand-off: the ranked accounts replace the example "top 50" in step 1.

1. Write down the one decision this quarter depends on, and use the role table to pick your starting tool.
2. Run GTM Alpha with all the optional inputs, and replace every figure it labels as an example.
3. Map the buying group for your best live deal in ICP Intelligence, and write down every open seat as a question for the champion.
4. Run IMPACT with your champion's own words for the need, and book the work to collect the proof it lists.
5. Before your next first call, run the discovery question bank with your gaps separated by semicolons.
6. After the call, score your target accounts in ICP Intelligence with the contract dates and outage signals you learned, and work the top of the ranking.

1. Starting with the message before the motion and the buying group are settled.
2. Typing fresh inputs into each tool. Carry the same lines across, reworded only into the buyer's words.
3. Keeping the example figures. The top 50 prospects and the 3 of 5 roles are labelled as examples; replace them with your own counts.
4. Trusting a role label over the map. When two tools disagree on a seat, the buying group map decides.
5. Running the chain once. The first call answers change the inputs for every step, so run them again before the next account review.

• How I Pick the Lead B2B Go-To-Market Motion With EPIC, Then Size and Anchor It
• From the Buyer Who Champions You to a Message Sales Will Use: Positioning With IMPACT, CRAFT Content and Revenue Enablement
• One B2B Deal From MEDDPICC Discovery to a CFO-Ready ROI Case and a Dated Close Plan
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