CASE STUDIES

Three engagements,anonymised.

Client names and identifying details are withheld under NDA. Figures come from the engagement’s own systems. Longer references are available under NDA in a first conversation.

SOFTWARE · INDIA → US

OUTCOME

$4.2M pipeline, Q2

A SaaS platform stalled at the border.

Winning at home, invisible in the US. We rebuilt the ICP, re-anchored the offer, and installed an outbound motion the founders could run without us.

SITUATION

A twelve-year-old category leader in India, priced for the domestic market, arrived in the US with a lift-and-shift GTM. Six months in, the pipeline was thin, the win rate was collapsing, and the American sellers were asking for a rebrand.

INTERVENTION

A four-week diagnosis established that the problem was not the brand. The ICP had been drawn by industry rather than by economics; three named accounts did not fit. Pricing was anchored to Indian willingness-to-pay and read as a warning signal in US procurement. We re-derived the ICP as an account P&L, re-priced two tiers, rebuilt the outbound motion around a defensible category claim, and installed a revenue dashboard the CEO could read without translation.

OUTCOME

First US enterprise logo in six months; $4.2M pipeline by quarter two.

FINANCIAL SERVICES · LISTED

OUTCOME

Two cycles to re-rating

A listed company whose growth story lagged its growth.

The numbers were there; the narrative wasn't. We engineered the commercial motion and the market story together, quarter by quarter.

SITUATION

A mid-cap listed company was compounding revenue at 18% and trading at a multiple that priced it for 8%. Analyst days were defensive. The IR deck contradicted the sales deck. The board wanted a fix in a quarter; the CFO knew that was not the shape of the problem.

INTERVENTION

We treated the commercial motion and the equity story as one artifact. A single positioning system unified marketing, sales, and IR. A quarterly cadence produced two documents in lock-step: a board pack that showed the machine, and a market narrative that survived analyst scrutiny. The sales team stopped selling against the last quarter's numbers and started selling against the next quarter's story.

OUTCOME

Re-rating conversation moved from defensive to offensive within two reporting cycles.

INDUSTRIALS · ENTERPRISE

OUTCOME

38% shorter cycle

Seven-figure deals with an unpredictable close.

Great product, opaque procurement. We designed buying-committee navigation, proof-of-value, and deal governance as one instrument.

SITUATION

A category-leading industrial software company had a seven-figure ACV and a forecast the CFO refused to sign. Deals slipped for reasons no seller could name. Discounts grew quietly. Champions changed jobs and the deals died with them.

INTERVENTION

Twelve weeks of embedded work redesigned the enterprise motion end to end: tiered account plans, buying-committee maps for every open deal, a POV structured to convert (scope, success criteria, exit ramps), champion kits engineered for rooms the sellers never entered, and a deal desk that governed pricing and terms. Mutual action plans replaced the pipeline stage.

OUTCOME

Procurement cycle compressed 38%; forecast accuracy above 80% within a quarter.

Client names and identifying details are withheld under NDA. Figures come from the engagement’s own systems.

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Engagements begin with a conversation, not a proposal. Tell us where growth is stuck. We will tell you — plainly — whether we are the right instrument, and what we would do first.

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