Aligning GTM Leadership on Freehand’s Value Propositions

At InVision, I led a strategic enablement session with GTM Leadership to align on the value of Freehand—our collaborative whiteboard product. As the most cross-functionally informed team at the company, Solutions Consulting identified a major gap in how leadership understood and communicated Freehand’s value. Through an engaging, hands-on session run entirely in Freehand, we clarified core value propositions, demonstrated how Freehand could support real-time collaboration, and aligned leadership around a unified product narrative. This session became a catalyst for more confident, consistent messaging across the org.

 

The Challenge

As Manager of the Solutions Consulting team, I noticed a growing misalignment across GTM leadership. While enthusiasm for Freehand was high, understanding of its value, roadmap, and customer impact varied significantly. Without a shared definition of Freehand’s core value propositions, our teams risked inconsistent messaging in the field.

The Solution

To bridge this gap, I designed and facilitated a dynamic enablement session—run entirely in Freehand—to model our own best practices and reinforce the value of “drinking our own champagne.”

The session featured:

• An engaging Freehand-hosted icebreaker: We kicked things off with a Jeopardy-style trivia game combining general knowledge and Freehand-specific questions. This created energy in the room, eased participants into the session, and subtly showcased Freehand’s interactive capabilities.

• Collaborative definition of key value propositions: We introduced the three core value pillars—Productivity, Contextualization, and Tool Consolidation—and asked leaders to reflect on what each meant to them. Using sticky notes and a timer, everyone contributed their thoughts directly in Freehand. We then facilitated a discussion to align on shared definitions, using Freehand AI to synthesize inputs into succinct summaries.

 

• A hands-on product walkthrough: I demoed how Freehand could support an end-to-end workflow—from early ideation through to delivery—tying in each value prop along the way. What was meant to be a 25-minute segment turned into 45 minutes of rich discussion, signaling how deeply engaged the team had become.

• A follow-up collaborative assignment: To solidify learning, participants were split into small groups and asked to create short presentations on each value proposition using Freehand. These were presented a week later, reinforcing alignment and encouraging continued exploration of the product.

 

The Outcome

This session created a turning point in how our GTM leadership understood, talked about, and championed Freehand. The results included:

• Top-down alignment on Freehand’s value proposition: For the first time, our entire GTM leadership team spoke the same language around Freehand’s core benefits—anchoring their teams in a consistent narrative.

• Greater confidence in strategic deal support: Leaders left the session with a clearer grasp of how Freehand could drive impact for customers, enabling them to more effectively guide their teams during deal strategy and customer conversations.

• Increased product usage across internal workflows: As leaders began to use Freehand for their own team collaboration, it naturally reinforced product fluency and advocacy, driving greater internal adoption.

• Stronger enablement ripple effect across teams: With leaders bought in, frontline ICs became more confident and capable in articulating value—leading to sharper, more aligned customer messaging and stronger demos.

• New GTM ideas and positioning strategies: The session sparked new thinking around how to frame and sell Freehand’s capabilities. Many of the perspectives generated were later incorporated into broader enablement efforts and pitch material.