Our mission is to make go-to-market as measurable, as fixable, and as defensible as finance — one system that finds the gap, closes it, and proves it closed, at every company you hold.
Twelve questions, about three minutes. No signup.
What Andru is
Andru is a go-to-market operating system. It finds the gap, does the work to close it, and produces the evidence that it closed — installed the same way at every company you hold.
You can rank your holdings by revenue, by EBITDA, by headcount. Ask which one has the weakest commercial engine and the answer comes from memory.
And when you do find it, closing it means your calendar, a new hire, or a fourth vendor to manage.
You don't have eight companies with GTM problems. You have one operating function without an instrument.
Finance compares. Ops compares. Talent compares. Ask how go-to-market is doing at eight companies and you get eight answers, none of them in the same units.
On our model, a ten-point go-to-market execution gap maps to $150–300M of exit value on a $1B fund with eight holdings — our assumption, not a published benchmark, and the methodology says so plainly. It doesn't reach board metrics until the quarter is over, or diligence until the deal is priced.
Andru measures GTM the same way at every company you hold, does the work to close the gaps it finds, and produces the evidence you take to the board.
The work it does
Clay, ZoomInfo, Apollo, Outreach — the market has hundreds of ways to build a list and send a message. Then someone replies, and the tooling stops.
What's left is the part that decides the quarter: six to thirteen stakeholders, a security review, a procurement process, and a business case your champion has to defend in a room you will never be in.
Andru starts where the lead-gen stack stops.
Rehearsal against the people who actually stall the deal. Live, multi-turn role-play across the buying committee — the CFO, the technical evaluator, and the procurement, compliance and contract managers nobody prepares for. Not coaching: the model takes the buyer's side, with the buyer's agenda.
The artifacts, generated. ICP analyses, buyer persona libraries, competitive battlecards, account plans, board decks, investor briefs, business cases, outreach plans — around thirty types, built from the company's own data rather than a template.
And it ships. Edited, versioned, brand-applied, exported to PDF, HTML or DOCX, and pushed to CRM, email, Slack, LinkedIn, Notion or the calendar. The work leaves the tool.
It doesn't stop at signature. The same understanding that gets a deal through committee is what turns a customer into someone who sells for you.
Without growing the team. No new headcount, no four-to-fifteen vendor relationships, and none of it on the operating partner's calendar.
What it produces
The answer that survives the room. When a GP or an LP asks how go-to-market is doing across the portfolio, you answer with comparable, traceable evidence instead of anecdote.
Capability at every company, without hiring for it. The work of closing the gap gets done without growing the operating team, signing another vendor, or landing on your calendar.
Exit value that stops leaking. The gap surfaces while it is still cheap to fix — not in the quarter it costs you, and not in the data room.
Net-new over a signed baseline. Attribution the company’s own leadership co-authored, measured against a baseline they ratified. Never gross, never EBITDA.
What we hold to
Empathy We start with the buyer, then the revenue.
Clarity We find what actually works, then build from there.
Authenticity We build genuine partnerships over short-term billings.
Focus We find the main thing and keep it the main thing.
Accountability We own the outcome, not just the recommendation.
Alignment Shared values between a company and its buyers drive durable growth.
What this is not
Not a lead-gen tool. The stack for finding accounts and sending messages is crowded and good. Andru starts after the reply.
Not a point tool. Gong and Clari work inside one company. There is no cross-company layer.
Not a Big 4 assessment. Those deliver a deck. The measurement stops when the engagement does.
Not a dashboard. The verdict is one of four things it does. It also rehearses your teams, builds the artifacts, and ships them.
Not a CRM migration. Companies keep whatever they already run. The comparison happens above the CRM layer.
Not for a single company. Building one rather than holding several is a different conversation.
How you'd check it
Every number traces to its inputs. Everything it produces carries a signature. Nothing is claimed before it is measured.
The measures, the scoring, and the attribution rules are published in full.
Read the methodology →No signup. No call.