Most ICPs describe the customer a company wishes it had, not the one that actually buys.
We help founders and revenue leaders in Ireland and the UK define the customers most likely to buy, stay, and grow, then build the commercial motion around that.
At the €1m to €5m revenue mark, the most common commercial problem is not a lack of effort or even a lack of deals. It is that the deals that close look different every time. The ICP is assumed rather than defined. The sales motion works when the founder is running it and struggles when anyone else tries. The CRM has data in it but that data does not produce a reliable pattern.
ICP definition is where that changes. When you know precisely who your best customers are, how they buy, and what signals a good fit, the sales motion can be documented, delegated, and repeated. Until that is defined, every new salesperson, every new market move, and every new commercial hire happens without the foundation that would make it productive.
What the Work Involves
We start with your existing customer base: win rates, deal sizes, sales cycle lengths, churn patterns, expansion revenue. Your best customers are already telling you who your ICP is through their behaviour. The work is reading that signal clearly and acting on it.
From that analysis we define the segments worth pursuing, the characteristics that predict a good fit, and the signals that identify a likely buyer. We then map that against your current pipeline to show where the gaps are between the ICP and what the team is actually working on. The output is a segmentation framework your sales and marketing teams can use from day one.
Who it is For
This is for founders who are trying to build a commercial team and finding nobody performs the way they do. It is for revenue leaders who have inherited a sales function with no clear targeting logic and are trying to build pipeline discipline on foundations that were never defined. And it is for companies preparing for a funding conversation where the ICP question will be asked and needs a real answer.
ICP & Market Segmentation - Frequently Asked Questions
What is an ICP and how is it different from a buyer persona?
An ICP describes the type of company that is a strong fit for your product or service: industry, size, growth stage, commercial maturity. A buyer persona describes the individual within that company and how they buy. Both matter, but the ICP comes first. You cannot define a useful buyer persona without knowing which companies you are targeting.
How do I know if my ICP is wrong?
The clearest signal is inconsistency. If your best customers look nothing like your average ones, if win rates vary significantly across segments without a clear reason, or if the sales team is closing deals that churn quickly, the ICP is either too broad or pointed at the wrong segment. A review of win and loss data over the past twelve months will usually make it visible.
Can you define an ICP for a company with very little sales data?
Yes, though the approach is different. With limited internal data we use a combination of market analysis, competitor positioning, and structured interviews with existing customers. Early-stage companies typically know more than they think from their first ten to twenty customers. The work is extracting and structuring that knowledge rather than generating it from scratch.
What is the relationship between ICP and pipeline predictability?
A well-defined ICP is the foundation of pipeline discipline. When you know which companies are the best fit and how they buy, you qualify in and out faster, allocate sales time to the opportunities most likely to close, and build a pipeline that reflects genuine opportunity. Pipeline predictability is very hard to achieve without a clear ICP because conversion rates vary too widely across different prospect types to produce a forecast that means anything.
How often should an ICP be reviewed?
At minimum annually. More frequently if the business is growing fast, entering new markets, or has significantly changed its product. An ICP defined at €1m in revenue is rarely still accurate at €5m. Companies that treat ICP as a one-time exercise tend to find their commercial motion drifting out of alignment with where the best opportunities actually are.