Seaver Izatt.
GTM strategist. Internationalisation specialist.
I'm a commercial and operations executive who specialises in building revenue functions from the ground up. Raised in the US and UK, I've spent 15 years operating across the US, LATAM, APAC, Africa, and Europe — and I've learned that the GTM problems founders face in market two and three are rarely about the product. They're about the motion.
Built from the ground up.
I didn't come to GTM through a textbook. I came to it through a results-or-consequences environment at one of the world's largest travel technology companies.
At FareHarbor — part of Booking Holdings — I was handed the EMEA business and asked to scale it. Not to advise on scaling it. Not to consult on the strategy. To actually do it. When I arrived, EMEA was generating $7.4M in annual revenue. Three years later, it was $25.1M.
That growth didn't come from a better product. The product was already good. It came from building the right GTM motion for the right markets — from understanding that what works in the US doesn't automatically work in Germany, or the UK, or Australia, and that the wedge you use to enter a new market has to be earned from first principles, not imported wholesale.
Along the way, we reduced CAC by 35% and held client retention at 97% at scale. Those numbers aren't the headline — they're the proof that the motion was coherent. Retention at 97% means customers got what they were promised. CAC reduction means we found the right buyers faster. Revenue growth from $7.4M to $25.1M means the system worked.
That experience — plus 15 years operating across the US, LATAM, APAC, Africa, and Europe — is what I bring to founders now. Not frameworks from a distance. Execution from the inside.
Running commercial operations at scale taught me what the strategy books miss
Before FareHarbor, I spent years in COO and senior strategy roles managing portfolios up to $200M. That was where theory met execution reality. At that scale, every GTM assumption gets stress-tested immediately. Positioning that's slightly off costs real money. A sales motion misaligned with how buyers actually decide becomes visible in the numbers within weeks. The feedback loop is unforgiving — and that's exactly what made it the best education I've ever had.
What I learned running commercial operations at that scale is that most GTM problems are architecture problems. The motion is structurally wrong — not just poorly executed. You can't hire your way out of a structural problem. You have to redesign it. The FareHarbor EMEA work — taking the business from $7.4M to $25.1M — was proof of that principle at its clearest.
The user is not always the buyer. Confusing these two is one of the most expensive GTM mistakes a founder can make. Your messaging, sales motion, and success metrics need to be built around whoever holds the budget — not whoever uses the product daily.
Now I bring both lenses to founders who can't afford to learn it the slow way
The founders I work with are typically at an inflection point: early traction in one market, pressure to scale, and a GTM motion that was good enough to get here but won't get them to the next stage. They need someone who has seen what comes next — and who can build it with them, not just advise on it from a distance.
That's the work. Diagnostic rigour from the consulting years, execution instinct from the operator years, and enough pattern recognition across 20 GTM motions to know which problems are structural and which ones you can just push through.
Retention is a growth motion. NRR is the most underrated metric in early-stage GTM. A 97% retention rate isn't a customer success number — it's proof that your positioning, onboarding, and value delivery are aligned. That's your best sales asset.
Narrower the wedge, the stronger the entry.
Most founders try to own a category before they've earned a foothold. The right move is to dominate one precise problem for one precise customer — then expand from a position of proof.
The user is not always the buyer.
Confusing these two is one of the most expensive GTM mistakes a founder can make. Your messaging, your sales motion, and your success metrics need to be built around whoever holds the budget — not whoever uses the product daily.
The move to AI sales execution is here — don't ignore it.
The founders who treat AI as a future consideration rather than a current competitive weapon are already behind. The question isn't whether to adopt it. It's how fast you can make it yours.
Retention is a growth motion.
NRR is the most underrated metric in early-stage GTM. A 97% retention rate isn't a customer success number — it's proof that your positioning, onboarding, and value delivery are aligned. That's your best sales asset.
On stage
Why Most GTM Strategies Are Really Positioning Problems in Disguise
The Wedge Entry Model: How Narrow Positioning Wins Markets
ICP Work That Actually Changes How You Sell
Internationalisation Is a GTM Problem, Not a Localisation One
Retention as Revenue Architecture
The Buyer-User Gap: Why Your GTM Motion Misses the Budget Holder
If any of this resonates, I'd like to hear about your GTM problem.
No pitch, no template. Just a real conversation about what you're building and where it's breaking.
Work With Me