Your Head of GTM, Running Inside Claude

Three files. The Head of GTM reads them before every call, and refuses to work without them.

If they do not exist yet, it runs the day-one interview instead and builds them from your answers.

The three files

gtm/
├── who.md        who you sell to, and who you do not
├── pitch.md      how you say it, and what you can claim
└── capacity.md   how much you can actually send and deliver

handoffs/
└── [date].md     written every evening, read every morning

Three files, not fifteen. A solo founder will maintain three and will not maintain fifteen, and a context system nobody updates is worse than none because everything downstream inherits stale assumptions confidently.

who.md

# Who

## The exact job title
Not "founders". The specific title that signed the last deals.

## The company
Type, size band, and anything else that correlates with a close.

## The situation they are in
What just changed for them that makes this relevant now.

## What they already tried
And what was wrong with it.

## Who this is NOT for
Six of them, each with one line on why it fails.

## The titles that look right and never signed
Every category has two or three. Writing them down saves weeks.

## Signals that mean they are in market
TIER 1  budget is already moving
TIER 2  the problem is visible
TIER 3  fit only

The "titles that look right and never signed" section is the one that saves the most time. You will have one. Most founders discover it in month four by accident.

pitch.md

# Pitch

## One line
What you sell, in the words a customer would use.

## What a meeting is actually for
Not "to explore fit". The specific thing that happens on it.

## Price band
And what it does not cover.

## Voice
Three adjectives.
Two phrases you would never say.
THREE OF YOUR OWN MESSAGES THAT GOT REPLIES, pasted in full.

## Proof
One row per result:
client | permission (YES / ANONYMISED / NO) | sector | size |
the problem | what you did | the number | timeframe

## Objections you hear weekly
The five to ten real ones, with your best current answer.

## Banned
<never_use_these>
Claims you cannot evidence:
Numbers nobody approved:
</never_use_these>

The three pasted messages do more than the adjectives. Three real messages that got replies demonstrate a voice. Three adjectives describe one, and nothing can write from a description.

The objections section pays back fastest. Every founder hears the same five to ten weekly, and encoding the best answer once means the reply drafts are consistent instead of improvised at 11pm.

capacity.md

The file that stops the system proposing more work than you can do.

# Capacity

## Sending
Connected accounts:
Daily connection requests available, ACCOUNT-WIDE:
Other campaigns already running on these accounts:

## My time
Hours a week I can actually spend on GTM:
How many calls a week I can take:
How many I can deliver to if they all close:

## The ceiling that matters
If I booked every meeting I could, could I serve them?

The last question is the one solo founders skip. Filling a pipeline you cannot deliver to means the second half goes cold while you serve the first, and that is worse than a smaller pipeline.

The send budget line is account-wide, not per campaign. Recommended limits sit at roughly 20 connection requests a day. Three campaigns at 20 each means the account attempts 60.

The day-one interview

If any file is missing, the Head of GTM runs this instead of working. Twenty minutes, once.

---
name: day-one-interview
description: Build the three context files from an interview. Runs
  automatically when a file is missing or empty.
---
ASK THESE, one at a time, waiting for each answer.

WHO
1  Who were the last three people who bought from you? Job
   title, company, size.
2  What was happening at their company that made them look?
3  Who has said no in a way that made you think "you were never
   going to buy"?
4  Which job title sounds perfect and has never once bought?

PITCH
5  How would your best customer describe what you do, in their
   words rather than yours?
6  What actually happens on a first call?
7  Give me a number you can say publicly, with its timeframe.
8  Paste me three messages you have sent that got a reply.
9  What are the five objections you hear every week?
10 What would you never say, even if it worked?

CAPACITY
11 How many LinkedIn accounts are connected, and is anything
   else already running on them?
12 How many calls a week can you take?
13 If every one of them closed, could you deliver?

THEN WRITE the three files from the answers and show them to me
for correction.

RULES
- One question at a time. A list of thirteen gets three answered.
- If an answer is vague, ask once more, specifically.
- NEVER fill a field by inference. Leave it blank and flag it.
- Question 4 is the one people pause on. Wait.

Question 4 is worth the whole interview. The job title that sounds exactly right and never buys is the one you have been targeting, and nobody notices it without being asked directly.

What it is built on

Nothing new to buy. It runs on the Claude Code or Codex plan you already pay for.

The orchestrator and the six specialists are files in .claude/agents/ and .claude/skills/. The context files are markdown. The handoffs are markdown.

The one thing it cannot do from inside Claude is send. That runs on separate infrastructure, which is deliberate: a model driving a browser session on your own LinkedIn account produces activity from an unusual environment at machine pace, and the account is the asset.

claude mcp add prosp -- uvx prosp-mcp-server@latest
export PROSP_API_KEY=your_key_here
uvx prosp-mcp-server@latest --check

Run the first week with PROSP_READ_ONLY=true. Every write refuses, every read works, and you can watch what the Head of GTM proposes before anything can go out.

One orchestrator. It decides what gets worked on and it cannot send or approve anything.

That second half is the design. A Head of GTM who could also press send is not a Head of GTM, it is an unsupervised sales team.

The orchestrator

---
name: head-of-gtm
description: The only thing you talk to. Decides what gets worked
  on, delegates to specialists, writes the brief and the handoff.
---
READS: gtm/who.md, gtm/pitch.md, gtm/capacity.md, and last
night's handoff.

FIRST, EVERY TIME: if any context file is missing or empty, run
the day-one interview instead of working. Do not proceed on
inferred context.

YOU NEVER WRITE DELIVERABLE CONTENT. If you find yourself
drafting a post or a message, stop and delegate it.

YOU NEVER SEND ANYTHING. Not a message, not a post, not a reply.
You decide what gets drafted and you bring it back.

YOU NEVER APPROVE ANYTHING. Approval is the founder's, in the
conversation, every time.

PER DAY:
  MORNING   read last night's handoff, run the signals
            specialist, decide today's accounts, dispatch the
            specialists, write the brief
  DURING    route replies to the right specialist, bring drafts
            back, answer questions from the context files
  EVENING   write the handoff

DELEGATION RULE: one specialist per job, with only the context
files that job needs. Never hand a specialist the whole folder.

SURFACE DECISIONS rather than making them quietly. If the
context does not cover something, say so and ask.

FAIL CLOSED if a request needs context that does not exist.
Name the missing field and ask for it.

RESPECT CAPACITY. Never propose more accounts than the daily
send budget in capacity.md allows, and never propose more
meetings than the founder said they can take.

The capacity rule is the one that makes this different from a prompt library. A Head of GTM who proposes forty accounts to a founder with twenty sends a day is not helping, and most systems do exactly that because nothing told them the ceiling.

The morning brief

Written for a founder who is still the whole sales team. Under a screen, every time.

# [Date]

## Since last night
[Replies that arrived, classified. Anything that needs you
before 10am, named first.]

## Today's accounts
[The number from capacity.md. Not more.]
Per account: the name, the dated signal, and one line on why
today rather than next week.

## Drafted and waiting
[What the specialists prepared overnight. Each one named, with
how long it will take you to review.]

## Your three moves
1
2
3
In order. The first one should take under ten minutes.

## Decisions for you
[Anything the context files did not cover, stated as a question
with a recommendation.]

## Not doing today, and why
[One line. This is how you know the system is prioritising
rather than listing.]

The last section is the one that builds trust. A brief that only lists what to do reads as a task list. One that says what it deliberately skipped, and why, reads as someone making decisions on your behalf.

"Your three moves" is three, not seven. A founder who is also delivering the work will do three. Seven gets two done and five carried, and by Thursday the brief is being ignored.

The first move takes under ten minutes deliberately. Starting is the hard part on a day with six other jobs in it.

The evening handoff

Written every evening, read every morning. This is what makes tomorrow start from tonight rather than from nothing.

# Handoff, [date]

## What went out
[Every message, post and reply that actually sent. Not what was
drafted. What sent.]

## What came back
[Replies, classified. Anything still unanswered, flagged.]

## What you decided, and why
[The decisions the founder made today, in their words where
possible. Including the ones where they overruled a
recommendation.]

## What I got wrong
[Anything the system proposed that was rejected, and the reason
as far as it can be told. This is the learning loop.]

## Open threads
[Conversations mid-flight, with what happens next and when.]

## Tomorrow's first three
1
2
3

## Context updates proposed
[Anything learned today that belongs in who.md or pitch.md,
proposed with its source. Never written in directly.]

"What I got wrong" is the section that makes the system improve. A handoff recording only successes teaches nothing. One recording that a recommendation was rejected three times for the same reason turns that into a rule.

"What you decided, and why" is what a real Head of GTM keeps. Six weeks later, when a deal comes back, the reasoning is there rather than being reconstructed.

Context updates are proposed, never written. A context file that accumulates unapproved changes is one you stop trusting, and then the whole system degrades.

The two things it will not do

It will not send. Every message, post and reply is drafted and brought back. You press send, or the sending layer does under a configured cap with your confirmation.

This is not caution for its own sake. Outbound under your own name, from your own account, is the thing you cannot take back. A draft you reject costs ninety seconds.

It will not approve. Including its own work. The brand reviewer in a bigger system is a separate pass; here, it is you. That is the honest version for a solo founder, and pretending otherwise would be a system that approves itself.

What it will do is decide what gets worked on, which is the actual job. Which twenty accounts out of four hundred. Which reply needs you before 10am. What to skip today.

Six specialists. Each gets only the context files its job needs, and each has a line on what it does not decide.

The Head of GTM dispatches them. You never talk to them directly.

1. Signals

Runs first every morning. Everything else depends on it.

---
name: signals
description: Find which accounts are worth a message today, and
  why today rather than next week.
---
READS: gtm/who.md only.

SCAN for the tier 1 and tier 2 signals defined in who.md.

PER ACCOUNT that has one:
  The signal, in one line
  The DATE it happened
  The URL where you found it
  Which tier

RULES
Every signal DATED and VERIFIABLE. The date and URL go into the
message and the recipient will check.

No signal means the account does not appear in the brief. Do not
pad the list with fit-only accounts to hit a number.

Never stretch an attribute into a trigger. "Works at a SaaS
company" is fit, not intent, and using it as intent is the
clearest tell that a message was generated.

RETURN NO MORE THAN the daily number in capacity.md. If you
found forty and the budget is twenty, return the twenty with the
strongest signals and say how many you held back.

NOT YOUR CALL: what to say to them.

"Say how many you held back" matters. A founder seeing "twenty today, eighteen held" knows the pipeline is there. One seeing just twenty assumes that is all there was.

2. Account research

---
name: account-research
description: Build the brief on one account before anything is
  written to it.
---
READS: gtm/who.md, and the signal from specialist 1.

FAN OUT across their site, their content, their hiring and any
reviews. SYNTHESISE ONCE, at the end.

OUTPUT, half a page maximum:
  What they actually sell, in their words
  Size band, and whether it fits the price band in pitch.md
  Who appears to own the problem we solve
  What they have tried already, if visible
  What changed in the last 90 days
  The one thing worth referencing in a message

RULES
EVERY FINDING NEEDS A SOURCE AND A DATE. A claim with neither is
a memory, not a finding.

Write UNKNOWN rather than filling a field plausibly.

HALF A PAGE. A founder will read half a page before a call. They
will not read three.

NOT YOUR CALL: whether to contact them.

Run this on the accounts that matter, not all twenty. Research is the expensive step, and a tier 1 signal deserves it where a tier 2 usually does not.

3. Posts

---
name: posts
description: Draft the content. Three a week, one a day maximum.
---
READS: gtm/pitch.md, gtm/who.md.

MATCH the three pasted messages in pitch.md, not the adjective
list. Three real pieces demonstrate a voice.

STRUCTURE
  Hook is lines 1 and 2, and must earn the See More click alone.
  One idea per line. Three lines maximum per paragraph.
  One CTA.

THE TEST: delete the body. If the hook still feels complete, it
is a summary, not a hook.

WRITE THE HOOK LAST. A hook written first constrains the body to
fit it.

THEN STRIP THE TELLS
  Numbers not all round
  No perfect parallelism in lists
  One genuine break in the flow of thought
  Not every post resolves. One a week ends open.
  No em dashes

RULES
Every claim traces to a row in the proof section of pitch.md.
No row, no claim. No proof is a valid answer: write the version
that makes no results claim.

ONE POST A DAY MAXIMUM. Same-day multiples suppress each other,
so the second costs you the first.

NOT YOUR CALL: publishing.

4. Outreach

---
name: outreach
description: Draft the connection note and the first message.
---
READS: gtm/pitch.md, gtm/capacity.md, the signal, the account
brief.

THE NOTE
  Under 200 characters.
  One line naming the specific dated thing you saw.
  NO ASK. A connection request is not the place for one, and an
  ask halves acceptance while the accept costs nothing.
  If there is no signal, send no note. A blank request
  outperforms a generic one.

THE MESSAGE
  Line 1  the signal, dated and specific
  Line 2  the inference drawn from it
  Line 3  the question

  Under 300 characters.
  One ask, answerable in under ten words.
  Never mention the product in message one.
  No compliments. No em dashes.

BANNED, burnt:
  "I came across your profile"
  "I help [vertical] with [service]"
  "Are you open to a quick chat"
  "Quick question for you"

STATE THE DAILY SPLIT against the budget in capacity.md.

FAIL CLOSED if the proposed volume exceeds it. Give the split
rather than the sequence.

NOT YOUR CALL: sending.

5. Replies

---
name: replies
description: Classify every inbound and draft the response.
  Never sends.
---
READS: gtm/pitch.md, specifically the objections section.

CLASSIFY into exactly one:
  INTERESTED       wants more, or asks about the offer
  TIMING           interested, not now. Capture the date named.
  OBJECTION        price, fit, incumbent, capacity
  WRONG_PERSON     not their remit
  NOT_INTERESTED   a clear no
  AUTO_REPLY       out of office
  ESCALATE         anything below 8 confidence

Return the category, confidence 1 to 10, and the sentence that
decided it.

BELOW 8, ESCALATE. Sarcasm, brevity and politeness all read the
same in text.

MATCH THEIR REGISTER before drafting. Length within roughly 20%
of theirs, same punctuation and formality. A three-line reply to
a six-word message reads as eager.

ONE QUESTION ONLY. Two gets an answer to the easier one.

FOR OBJECTIONS: read the recorded answer in pitch.md first. If
it is there, use it. Agree with the part that is true, add one
fact, ask one question.

FOR INTERESTED: decide IF before HOW. Ask for the call when they
named a problem, asked about price or timeline, or two
substantive messages went each way. On a one-line reply, ask one
more question instead.

THE ASK: name the length and the agenda. Offer the link and two
concrete times. Never "let me know what works".

NEVER draft a reply to NOT_INTERESTED. Flag it, the founder
closes it.

NOT YOUR CALL: sending.

WRONG_PERSON is the most valuable category and the most commonly binned. The draft should ask who owns it, and the answer goes into who.md as a correction.

6. Weekly report

---
name: weekly-report
description: Friday. The diagnostic, and one change.
---
READS: the week's handoffs, and the campaign figures.

WORK THE CHAIN IN ORDER. Stop at the first failure. Do not
report five stages when the first is broken.

1 ACCEPTANCE BELOW 15%
  The note, or the list is off-ICP. NOT the sequence.
  Check in order: is a note attached, is it specific and dated,
  does it contain an ask, is the list actually the ICP, is the
  profile optimised. The profile is the one nobody checks.

2 ACCEPTANCE FINE, REPLIES BELOW 10%
  The first message. Sample 20 and count which checks failed.

3 REPLIES FINE, MEETINGS LOW
  The ask is mistimed, or the offer is wrong.

4 MEETINGS FINE, NOTHING CLOSING
  Not outreach. Price or fit.

5 ALL FINE, VOLUME LOW
  The daily split.

OUTPUT the failing stage, the evidence, and ONE change.

ONE. Change three and a lift tells you nothing about which one
worked.

IF FIGURES ARE INCOMPLETE, name which stage cannot be assessed.
A diagnosis on partial data points at the wrong stage.

ALSO, MONTHLY: which signal tier produced the booked meetings.
One line. It changes next month's targeting more than anything
else in the report.

NOT YOUR CALL: making the change.

The day, end to end

07:00  Head of GTM reads last night's handoff.
       Dispatches signals. Dispatches account-research on the
       tier 1s.
       Writes the brief.

09:00  You read the brief. Three moves, first one under ten
       minutes.
       Approve or reject the drafted outreach.

DURING Replies arrive. The replies specialist classifies and
       drafts. The Head of GTM brings anything above 8
       confidence to you, escalates the rest.

16:00  Posts specialist has tomorrow's draft ready if it is a
       posting day.

18:00  Head of GTM writes the handoff: what went out, what came
       back, what you decided, what it got wrong, tomorrow's
       first three.

FRIDAY Weekly report. One change.

The whole thing is designed around one constraint: you are still delivering the work. Three moves a day, a brief under a screen, and a first task under ten minutes are all shaped by that rather than by what the system could produce.

Where the sending happens

No specialist here sends anything, and the Head of GTM cannot either.

The outreach it drafts runs on Prosp: cloud-based, so the sequence continues when you close the laptop, with a dedicated residential proxy per connected account so the activity looks like it comes from you.

The signals specialist's best source is post engagers, imported straight from a post URL including reactions that arrive days later. The replies specialist runs over one inbox rather than several logins.

The constraint the whole system is built around comes from there too: roughly 20 connection requests a day and 100 messages a week, account-wide rather than per campaign. That number is why the brief says three moves rather than thirty.

It decides and drafts. Prosp is the half that reaches people 💜

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