About Acuity
For leaders who would rather discover what is true than defend what they already believe.
Acuity exists because important commercial decisions deserve more than a collection of functional reports, confident opinions and data that cannot explain why.
The founder
Pete Briggs
Pete’s career spans more than two decades in B2B revenue leadership, from startups and scale-ups to large public companies. He has built GTM functions from scratch and led large global teams through growth, post-acquisition integration, turnarounds and successful exits.
Across that career, he has generated or led $500m+ in revenue, with teams selling into more than 70 countries. His experience includes building the commercial organization of a business that earned a place on the Inc. 500 list of America’s fastest-growing private companies.
Throughout his career, Pete has experienced the frustration of capable teams working hard while leadership struggles to see what is holding the business back. Decisions still have to be made. More people, more technology and more money can follow an explanation that only accounts for part of the picture.
He has also seen the difference when leaders understand how the whole GTM system works: they can tackle what is holding progress back and give their teams a better chance of turning effort into results.
Acuity grew from that contrast. It gives leadership a connected, evidence-led view of the business, so decisions about where to invest and what to change account for how the whole GTM system works.
Away from work
Pete is a keen snowboarder, particularly drawn to off-piste terrain and splitboarding in the French Alps. He runs around 2,000 miles a year, collects red wine and reads widely, particularly history.
Why Acuity had to exist
The business asks one question. Every function answers a different one.
Sales sees the pipeline. Marketing sees demand. Customer success sees the customers the business actually won. Product sees what buyers ask for. Finance sees the plan and the result.
Each view can be reasonable and still be incomplete. Leadership needs to understand how those parts affect one another before deciding where to act.
The problem
The GTM system is managed and reported in fragments.
The cost
Capital, time and credibility can gather behind the wrong intervention.
The missing layer
A repeatable way to connect participant perspectives with operational evidence.
The Acuity idea
Reveal how the whole GTM system is functioning before leadership asks more of it.
A recurring pattern
The visible problem attracts action before the GTM system has been understood.
01
A commercial result creates pressure.
02
Each function explains it from its own position.
03
A plausible answer gains momentum.
04
People, technology or change gather behind it.
05
The real constraint remains in the system.
Why Acuity is a platform
Consistent interpretation. Priorities specific to your business.
Acuity Weave connects evidence and participant perspectives across 21 GTM capabilities. It examines how strengths, weaknesses and dependencies interact, using the same underlying logic in every organization.
That gives leadership priorities grounded in the wider GTM system, rather than the most persuasive explanation in the room. Findings are quality checked before release. You decide where to act.
Consistent method
Evidence, perspectives and dependencies are interpreted through the same logic.
Specific result
The output reflects this organization, its situation and its capacity to act.
The Acuity belief system
What we stand for.
The willingness to question a confident explanation is a leadership strength. Acuity gives that willingness a practical purpose: examining the evidence before committing the business.
01
Be willing to change your mind.
Assumptions should be examined without becoming personal.
02
The GTM system before the symptom.
Performance is created across connections, handoffs and dependencies.
03
Evidence before confidence.
Agreement and experience matter. Neither should be mistaken for proof.
04
Priorities before activity.
The aim is not to fix everything. It is to strengthen what can change the result.
05
Agency before fear.
Clarity should leave capable leaders better equipped to act.
06
Leadership owns the decision.
Acuity strengthens the ground beneath the decision. It does not make the decision.
Earning trust
Examine Acuity before you commit to it.
Read the thinking. Understand how the platform works and what it delivers. Ask us where its limits lie. You should have enough substance to judge whether Acuity deserves a place in your business.
Next step
If this belief system feels familiar, Acuity may be built for the way you lead.
See how participant perspectives and evidence become priorities and practical guidance for your business.