A good delivery business with a weak commercial engine.
Referral-led growth and long sales cycles were keeping the firm below its commercial potential. It was capable of excellent work, but its pipeline was shaped by referrals and low-ticket projects, and it lacked a premium narrative, a structured outbound motion and a repeatable way to create senior-level conversations.
Details anonymised at client request.
What changed
We rebuilt the commercial system around the buyers with the greatest need and authority to act, then connected the demand programme to a sales approach capable of converting it.
- Refined the offer and proof to support premium conversations.
- Targeted CIOs, IT directors and procurement leaders across priority accounts.
- Built LinkedIn and email sequences around relevant operational problems.
- Installed call review and follow-up discipline so meetings did not leak from the pipeline.
73 qualified meetings, $364K in pipeline and an 8.7x return - with a clearer path from market relevance to sales action.
What we would do next
The next move is margin, not volume. With a working demand engine, the highest-value change is raising the qualification bar so the team spends its hours on the accounts where the technical edge is decisive.