When I stepped into VRIFY, the opportunity and the constraint were the same: the world’s AI boom had made critical minerals a new bottleneck, but mineral exploration still moved slowly. We had promising products (DORA for AI-assisted discovery, Viz for interactive 3D presentation), growing interest from Tier‑1 explorers, and marquee event moments. Still, we lacked a shared operating logic that tied narrative, demand, proof, and revenue together. My mandate was to name and lead the category, make “proof” the center of how we sell, and build a unified GTM system that compounds ARR.
The first move was strategic clarity. I co-created the corporate and GTM strategy, then defined the category of AI-assisted mineral discovery and used it to align product, brand, and revenue. From there, we designed a simple loop that everyone could run: proof → demo → win. That choice set the table for everything else: ABM became the spine for how we focus; field events (PDAC, Beaver Creek Precious Metals Summit, Denver Gold) became activation moments; the website and lifecycle programs became the “through” path; and Sales stages with clear entry/exit criteria became the guardrails for quality.
We then built the operating system. Quarterly OKRs replaced ad‑hoc initiatives. A single scorecard made pipeline coverage, cycle days, stage conversion, and efficiency visible, so we could act, not argue. Org design followed strategy: ABM, Content, Digital Experience (site/AEO/GEO/SEO/CRO), Lifecycle, and Events in Marketing; Account Executives/Solutions Architects in Sales; tight handoffs with Product and Geoscience for pilot proofs; and a Technical Product Marketing Manager to ensure product launches were coherent. Job descriptions, onboarding plans, and 30‑60‑90s locked accountability.
With the system in place, we orchestrated the rebrand and PDAC 2025 launch as a catalyst for change. The category narrative, customer proof, and product demos showed up as one story: in the booth, on stage, and across follow‑ups. ABM plays targeted Tier‑1/2 accounts before, during, and after events. On the site, speed and relevance improved; in lifecycle, nurture became more personal; in Sales, stage discipline sharpened forecast quality.
What changed: a shared language for the market we’re leading, a cadence that compounds learning, and a GTM engine that turns attention into pipeline and pipeline into ARR.
Results
Category & brand: awareness ↑ +30%; share of voice ↑ +60% QoQ.
Demand & conversion: demo requests ↑ +65% (PDAC launch window); demo rate ↑ +25%; proof win rate ↑ +40%.
ABM: Tier‑1 coverage 80%; meetings/account 1.5 (list), 2.5 (engaged); ABM‑sourced pipeline 20%.
Sales: cycle days ↓ 25 days; opp→win ↑ +30 pp; forecast accuracy 80%.
Team build & onboarding: 10 critical roles hired; new‑hire ramp time ↓ 40%.
Pricing & packaging: data‑informed rollout increased win rate and deal velocity.
Events ROI: $12M net‑new ARR in 120 days (post‑PDAC motion).
Capital & momentum: contributed to $12.5M Series B GTM narrative/diligence; delivered the largest first‑month sales increase in company history (July, Q3 M1).