Who’s Harken For

Coaching grounded in the realities of GTM work and careers.

Harken works with thoughtful, ambitious GTM professionals who want to increase their effectiveness, navigate consequential decisions, and create meaningful progress in their work and careers.

Clients work across Marketing, Sales, Revenue Operations, Customer Success, Growth, and emerging GTM roles that span traditional functional boundaries. Many operate in venture- and private equity-backed companies where expectations are high, resources are closely scrutinized, and priorities can change quickly.

Schedule a Good TalkA no-charge, no-obligation 30-minute conversation with Scott.

Career stages

Different career stages. Different pressures. A commitment to growth.

Harken serves clients from senior individual contributors preparing for broader roles to executives and founders carrying the weight of enterprise-level decisions.

Emerging GTM Professionals

Prepare for broader influence and leadership.

Senior individual contributors and first-line managers often reach a point where growth requires capabilities beyond functional expertise. Coaching can help clarify the professional they want to become, strengthen confidence and communication, navigate organizational dynamics, and take greater ownership of development.

Established GTM Leaders

Lead through greater complexity and responsibility.

Directors, vice presidents, and functional heads must deliver results, keep teams focused, work effectively across the company, and translate strategy into execution. Coaching creates room for difficult decisions, stronger presence, better delegation, and broader enterprise influence.

Executives

Think clearly when decisions carry wider consequences.

C-level leaders often have fewer neutral places to test assumptions and receive candid feedback. Coaching supports leaders navigating transformation, board or investor pressure, changing markets, and a close examination of their own effectiveness and future.

Founders

Evolve the role as the company grows.

Founders continually reconsider where they create the most value. Coaching can help them empower GTM leaders, navigate boards and investors, establish clearer decision rights, communicate through change, and determine what only they can do.

The GTM environment Harken understands

The pressures are specific to the work.

Organizations expect efficient growth, greater productivity from technology and AI, stronger coordination across the customer lifecycle, more reliable forecasts, and clearer returns on investment. Those conditions shape the context in which GTM professionals must lead.

Marketing

Influence self-directed buyers and prove revenue impact.

  • Make sharper strategic choices when every initiative appears important.
  • Lead through scrutiny while building confidence in a clear point of view.

Sales

Adapt to later buyer engagement and execution pressure.

  • Confront pipeline and forecast realities earlier.
  • Balance urgency with disciplined judgment and effective seller coaching.

Revenue Operations

Scale systems, strengthen data, and unite commercial teams.

  • Influence functions the client does not directly control.
  • Establish authority, credibility, and boundaries in a cross-functional role.

Customer Success

Drive retention, expansion, and measurable customer value.

  • Balance customer advocacy with commercial responsibility.
  • Make segmentation, capacity, and service-model tradeoffs.

Emerging GTM Roles

Create outcomes across traditional functional boundaries.

Growth, GTM Strategy, GTM Leadership, and GTM Engineering roles often carry broad accountability without a settled mandate, formal authority, or mature operating model.

  • Clarify an ambiguous mandate and convert broad accountability into focused priorities.
  • Build credibility, influence without formal authority, and establish useful boundaries.

Leadership responsibilities

Different functions. Similar leadership responsibilities.

Across GTM functions, the work repeatedly demands judgment under pressure, influence across boundaries, and the ability to turn insight into sustained action.

Decision, Focus & Influence

Exercise judgment when priorities and evidence conflict.

  • Separate signal from noise.
  • Make consequential decisions with incomplete information.
  • Set fewer, clearer priorities and make explicit tradeoffs.
  • Influence across functions and surface difficult truths early.
  • Communicate a clear point of view to teams, peers, executives, boards, and investors.

Action & Value

Turn judgment into meaningful and durable progress.

  • Translate insight into specific commitments.
  • Sustain action through ambiguity, resistance, and competing demands.
  • Demonstrate progress through meaningful outcomes and observable behavioral change.
  • Create durable value while preserving trust, judgment, and long-term effectiveness.

You may recognize yourself here

Coaching often begins when something needs attention.

A question, tension, or pattern may have become difficult to resolve alone.

I am capable, but I feel stuck.
I need to make a consequential decision and cannot get enough distance from it.
My role has expanded faster than my leadership approach.
I am reacting to everything and focusing on too little.
I need to influence people I do not manage.
A difficult conversation or decision has been waiting too long.
I am not having the impact I know I can have.
I need a clearer view of what comes next in my career.
I have achieved a great deal, but the way I am working is no longer sustainable.
I need a confidential thought partner who understands the environment without being part of it.

You can arrive with a clearly defined objective or simply a sense that something needs attention. Clarifying the real issue is often part of the work.

Who can benefit

A willingness to examine, choose, and act.

Harken tends to work best with people who are curious about their own patterns and open to being challenged. They accept responsibility for their choices and commitments. They want to become more effective and are willing to consider how their assumptions and behavior may be shaping the results they see.

Start with a conversation

Could coaching be right for you?

A Good Talk is a 30-minute conversation with Scott, at no charge. It begins with what you are navigating and whether coaching can serve you.

Schedule a Good Talk