£3.6bn market sized. £15M pipeline in year one.
Post-acquisition, Iron Mountain needed to understand the commercial opportunity in a new market segment. Magnus designed the Where to Play architecture: sizing the market, defining the ICP, and identifying the highest-value accounts.
market sized
from named accounts
to funded strategy
A clear acquisition. An unclear commercial opportunity.
Iron Mountain had acquired a business operating in a new market segment. The strategic rationale was clear, but the commercial execution was not. Leadership needed to understand the true size and shape of the opportunity, which customer segments represented the highest value, and what a credible go-to-market would look like for the new division. Without this, the business risked either under-investing in a significant opportunity or over-investing in the wrong direction.
The team had an instinct for where the opportunity lay. What they needed was a commercially rigorous architecture that could survive board scrutiny and fund a go-to-market investment.
Where to Play architecture: built to act from, not filed away.
Market sizing and segmentation
Total addressable market sized and segmented across three vertical segments. Identified £3.6bn in addressable opportunity with clear priority tiers.
ICP definition and DMU mapping
Priority ICP defined across three vertical segments. Decision-making unit mapped for each: who buys, who influences, what they care about, what moves them.
Named account identification
£15M in-year pipeline identified from named accounts. Each account scored against the ICP criteria and prioritised for first-year commercial activity.
Commercial operating model
Commercial operating model designed for the new division: team structure, GTM motion, sales cadence, and the metrics that would track progress against the Where to Play choices.
From unclear opportunity to funded growth strategy.
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