Work / Case study
We rebuilt segmentation from economics upward, and three ICPs picked themselves.
Following GTT's acquisition of Danelec, the integration between Danelec and the two earlier GTT acquisitions, Ascenz Marorka and VPS, called for a revamped look at how we thought about our ICP and segmentation.
Three ICPs, three economies
Digitally mature, fuel-exposed operators
The primary growth engine. Buy on fuel cost and defensible performance decisions.
Compliance-driven operators
Defensive growth. Buy on audit-risk reduction and traceable reporting - CII, EU ETS, GHG.
Large, complex fleets
Strategic, long-cycle. Buy on a neutral data backbone, vendor neutrality, and scale.
The combined entity held overlapping solutions, overlapping value drivers, and shared several customers. This was in many ways the perfect opportunity to take the best from three industry leaders and build a new, sharper segmentation altogether.
We built segmentation from structural facts upward rather than from personas. Layer one: structural customer type - non-operating shipowner, operating shipowner, charter-operator, technical ship manager. Layer two: economic exposure - an operating owner carrying the fuel bill buys on cost and margin; a technical manager who does not carry that bill buys on reliability and contracts. Layer three: ICP fit - which structural segments are strong, conditional, or weak fits, falling out of the economics rather than asserted up front.
For each ICP we mapped the full buying committee (decision maker, champion, influencer, blocker) with role-specific jobs-to-be-done, and built entry-point maps of the real questions each department asks before it buys. Operations: “why did we burn more fuel than planned?”; Compliance: “can we defend these figures in an audit?”; IT: “why don't sensor and noon data match?” This fed a positioning ladder that flexes by altitude: System for the C-suite, Suite for management, Product for practitioners. It also fed a cross-sell playbook between Danelec Collect, VESPER, AMO, and Voyage Optimisation.
The segmentation became the operating model behind both the sales-enablement program and the demand-generation architecture that followed. It also framed the 2026 GTM targets: €2M ARR from expansion of the installed base plus a defined net-new target, built on ICP focus rather than product breadth.