Pipeline grew 120% in two years. What a full GTM system does that one-off tactics can't.
The Situation
This client was a growth-stage B2B SaaS company that had a real product and real customers. But what they didn't have yet was a repeatable system built to scale.
Not because the market wasn't there, but because the team’s infrastructure wasn't.
Sales, marketing, and product were operating in separate orbits, and the data reflected it. Customer and prospect information was scattered across HubSpot, Salesforce, Outreach, and Zendesk, with no consistent management across any of them. Any documentation prepared by previous agencies was fragmented across SharePoint and personal OneDrive. There was no single centralized record of who the ICP actually was, what had been communicated to them, or where they stood in the pipeline. When your customer data lives in four places at once, a shared ICP and unified messaging aren't just hard to maintain; they're nearly impossible to enforce.
On the floor, the ICP existed in a deck and was largely ignored, while sales reps were chasing off-ICP leads based on anecdotal evidence. Additionally, marketing was producing content that sales never used. Naturally, deals stalled because the right internal champions couldn't build the case internally, and the messaging wasn't designed to support the full buying motion.
Overall, the tactics weren't wrong. But the system wasn't there.
What We Built
From the start, we embedded directly into the team and built the GTM infrastructure from the inside out.
RevOps & Tech Stack Consolidation: We consolidated four tools into HubSpot as the single system of record, replacing Salesforce, Outreach, and Zendesk with HubSpot's native CRM, email automation, and customer success ticketing. This established one source of truth across sales, marketing, and customer success. Their AI chatbot was integrated directly into product documentation to help reduce future support tickets to near-zero outside active outage events.
ICP & Buying Committee Architecture: We rebuilt the ICP from a single-title persona to a full buying committee model, mapping every decision maker, their pain points, and the right message at each stage. The full contact database was cleaned and reclassified against the refined framework, with automated lead scoring built into HubSpot to make ICP adherence visible and consistent.
Messaging Infrastructure & Sales Enablement: We built the playbooks, messaging frameworks, and campaign structures that gave sales what they needed to stay on-ICP without needing to rope the founder into every conversation. As competitors adopted similar positioning, terms like "zero trust" and "just-in-time" became table stakes, and re-education became a standing process built into the engagement.
The Results
Over the course of our two-year engagement, pipeline grew 120%, the deal count more than doubled, and the average deal size climbed to $154K.
Additionally, POC-to-close remained above 70% throughout and improved to 72% in FY2026, indicating that more deals entering the funnel didn't dilute the close rate. That's what a qualified pipeline looks like: the system filters itself before an AE ever gets involved.
Worth noting: $100K+ deals dipped in FY2025 as the team ran a deliberate mid-market test to understand where the product gained the most traction and to gain further insights on the ideal buying committee for the client’s solution, and the answer was clear. By FY2026, the company returned to enterprise focus and posted 15 deals over $100K, the highest across the entire engagement.