Project Polaris: GTM Blueprint

The Operator: The Right Asset for This Venture

A strategy is only as strong as the operator chosen to execute it. This is not about generic metrics; it is about a specific, proven methodology that directly aligns with the demands of building a new business unit from a standing start. These are the authentic receipts of my capability.

The Business Architect Mindset

My background is a hybrid of mission-critical infrastructure and enterprise technology. I don't sell a pre-packaged product; I co-create solutions with clients, mapping their complex business challenges to technical capabilities; a crucial skill for pioneering a new GTM motion.

The Trusted Advisor: Growing Recurring Revenue by 40%

At ERS, I grew the MSA and recurring revenue for electrical reliability strategy by 40% in the Phoenix market. This was achieved by becoming a trusted advisor to key accounts, proving an ability to build the long-term, high-trust relationships necessary for a consulting-led sales motion.

The Storyteller: Architecting an $85M+ Transformation

I developed and executed the sales motion for a landmark $85M+ deal involving over 20 siloed city agencies. Success required telling a unified story that compelled them to adopt a cohesive digital transformation strategy, demonstrating the ability to navigate extreme complexity and create consensus.

The Entrepreneur: Building a Business from Scratch

I built my own prototyping and product design business. I researched local businesses, discovered unmet needs, designed and iterated on prototypes, and sourced overseas manufacturing to scale production. This proves a ground-up understanding of the entire commercial lifecycle, from ideation to delivery.

The Strategic Imperative & Market Reality

This section provides an unvarnished look at the core objective facing MEI. It defines the nature of the role, the scale of the AI-driven market opportunity, and the formidable competitive landscape, making the case for a differentiated, asymmetric strategy.

The Mission: Build the Next Growth Engine

This is not a role to simply inherit a territory; it is a charter to build a business. The core objective is to architect a scalable, defensible GTM engine capable of capturing a meaningful share of the most significant infrastructure build-out in a generation, elevating MEI from a sub-consultant to a prime strategic partner.

The Unvarnished Market Reality

The data center construction market is projected to surge to $438B by 2030, a conservative and well-grounded figure. This AI-fueled gold rush is real, but the territory is dominated by titans. A direct, head-to-head competitive strategy is not viable. MEI must establish a strategic beachhead.

Framework: The Strategic Engagement Spectrum

While titans like Jacobs and B&Mc can provide strategic advice, their business model is fundamentally geared towards large-scale project execution. This creates a gap for a pure-play, agile strategic partner. MEI's advantage is not in competing on execution, but in winning the relationship at the advisory stage, where our specialized expertise is most potent.

Pure-Play Advisory Execution-Led

MEI's "Right to Win"

Agile, specialized, and focused exclusively on solving the client's most critical front-end problems. We become the trusted advisor before the project is fully defined.

The Titans' Domain

Massive scale, global logistics, and a business model optimized for executing large, well-defined scopes of work. Their strength is downstream.

The Asymmetric Playbook

"Asymmetric" simply means we refuse to fight on our competitors' terms. This playbook details the strategy to out-think, not out-muscle, the competition by focusing on two core, MBB-validated methodologies: the "Value Wedge" and the "Lighthouse Account Program."

Methodology 1: The "Value Wedge" Offering

Inspired by the "Challenger Sale," we will lead with a teachable, commercial insight packaged as a high-value, paid consulting engagement. This is not a free assessment; it is a productized service that solves a critical, front-end client problem.

Wedge Offering: The Utility & Interconnection Pathway Analysis

A paid strategic engagement for hyperscalers and large enterprises to de-risk site selection by providing a definitive, engineering-led assessment of the #1 project bottleneck: power availability and the utility approval process.

Methodology 2: The Lighthouse Account Program

We will apply a "one-to-few" Account-Based Marketing (ABM) model, focusing all GTM energy on a curated portfolio of 10-15 target accounts. This ensures capital efficiency and maximum impact.

Tier 1: Hyperscalers

Microsoft, Google, AWS, Meta

Tier 2: Colo Leaders

Equinix, Digital Realty, Cyxtera

Tier 3: AI Innovators & Enterprise

Emerging AI Clouds, F500 building private AI

Activation Roadmap

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Phase 0: Pre-Launch (Actions Underway)

Building initial prospect list & making strategic LinkedIn connections
Sourcing key industry events (Data Center World, 7x24 Exchange)
Developing initial messaging and outreach cadences

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Days 1-30: Foundation & Alignment

Finalize "Value Wedge" offering & collateral with Marketing
Align with internal engineering & proposal processes
Finalize Lighthouse Account list with leadership

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Days 31-60: Market Intelligence & Outreach

Map key stakeholders in Top 5 accounts
Launch personalized, insight-led outreach campaigns
Secure first discovery meetings to validate the Wedge

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Days 61-90: Pipeline Generation

Convert meetings into qualified "Wedge" opportunities
Establish feedback loop with engineering to refine offerings

The Enablement & Discovery Framework

An ambitious plan requires a foundation of strategic alignment and operational excellence. This framework is designed for a two-way discovery to ensure this venture is not only viable, but positioned for market leadership.

"An A-Player can only succeed with A-level support."

Aligning on Strategy & Expectations

Beyond the KPIs, what are the key behaviors and contributions you expect from me in Year 1 to consider this partnership a success?
How does leadership view our competitive strategy? Is the goal to win on unique value and protect our margins, or is there pressure to compete on price to gain initial market share?
While data centers are the ultimate prize, what's our 'beachhead' market or vertical where we can quickly prove our model and build case studies before taking on a hyperscaler?

Aligning on Operational Readiness

As we land these new strategic engagements, what is the plan for scaling the delivery side of the house to ensure the first 'Wedge' engagement is a stunning success without overwhelming the team?
What dedicated resources (sales engineering, proposal writers) are in place to ensure my time is spent on client-facing activities, not administrative tasks?
Beyond my compensation, what is the specific, itemized budget for Year 1, including funds for client entertainment, key industry events, and essential sales tools?

Our Partnership Framework

This is a proposal for a joint venture to build long-term value. This framework is designed to align risk and reward, ensuring mutual success as we construct MEI's next growth engine together.

First-Year Guarantee

$275k OTE

Structured as a non-revocable draw to provide the necessary runway for a long, complex sales cycle.

Mutually-Agreed Success Metrics

Year 1 KPIs will be co-developed in the first 30 days, focusing on controllable, leading indicators of success.

Long-Term Incentive

An equity grant to ensure perfect alignment with the long-term success and enterprise value of the company.

Compensation Year 2+

Transition to a performance-based plan with an industry-competitive base and uncapped commissions.

Comprehensive Benefits

A competitive package including full healthcare, 401(k) match, and flexible PTO.

Work Structure

Fully remote with the autonomy required to build a new business unit effectively.