Case Studies

Industry: B2B SaaS – Sales Enablement
Location: United States (New York–based, selling nationally)
Target Customers: Mid-market and enterprise organisations
Typical Contract Size: $75k–$200k ARR
Sales Cycle: 6–9 months

Context

The client was a venture-backed US sales enablement platform with a strong product and experienced sales leadership. They had established credibility in the mid-market and were intentionally shifting toward enterprise customers to secure fewer, larger, long-term contracts. Brand awareness was solid, but enterprise growth was inconsistent and difficult to predict.

Situation Before Strategic Advisor

Enterprise interest existed, but arrived slowly and irregularly. At any given time, the company had only a small number of serious enterprise conversations in play.

Typically:

• 4–6 enterprise opportunities in the pipeline at any one time
  
  

• Most deals stalled after initial stakeholder conversations
  
  

• Enterprise prospects responded slowly, with momentum often fading
  
  

The underlying issue was not lead generation—it was deal control. Sales conversations were progressing without clarity on:

• Who the economic buyer was
  
  

• How decisions were actually being made
  
  

• Whether the account had a real implementation timeline
  
  

As a result, leadership struggled to forecast revenue or explain why enterprise deals failed to convert.

Strategic Advisor’s Work

The process began with a focused commercial diagnostic, reviewing recent enterprise opportunities and mapping buyer behaviour across deals that progressed versus those that stalled. Three core changes were implemented:

1. Refined the enterprise qualification framework
   Only accounts with clear ownership, budget intent, and buying urgency were allowed to progress, rather than treating early interest as pipeline.
   
   

2. Redesigned the enterprise sales motion
   Messaging was rewritten for senior stakeholders, discovery focused on decision risk rather than features, and internal ownership of deals was clearly defined.
   
   

3. Aligned leadership, sales, and marketing
   A shared definition of a “real enterprise opportunity” removed false optimism and reduced wasted effort.
   
   

Outcome

Within six months of implementing the revised enterprise sales motion, the quality and predictability of the pipeline materially improved.

• Closed two enterprise contracts with national organisations in financial services and professional services:
  
  

  • Contract 1: 3-year agreement worth ~$480,000 total contract value
    
    

  • Contract 2: 2-year agreement worth ~$210,000 total contract value
    
    

Combined, this represented ~$690,000 in committed enterprise revenue, compared to zero enterprise contracts closed in the previous 12 months.

Additional results:

• Active enterprise opportunities reduced from 6–8 loosely qualified deals to 3–4 highly qualified accounts
  
  

• Enterprise deal progression beyond initial discovery increased from <20% to ~60%
  
  

• Sales time spent on non-viable enterprise accounts dropped 40–50%, freeing senior sales resources for closing activity
  
  

• Leadership moved from hoping enterprise deals would close to being able to explain, forecast, and actively manage each one

Industry: Management Consulting / Professional Services
Location: Manchester (UK)
Target Customers: UK mid-market companies (£20m–£250m turnover)
Typical Contract Size: £40k–£120k
Sales Cycle: 2–4 months

Context

A well-established consulting firm had strong delivery capability but inconsistent new business performance. Partners were heavily involved in sales, yet growth had plateaued.

Situation Before Strategic Advisor

The firm faced several challenges:

• Revenue was flat year-on-year
  
  

• Average deal size had declined by ~20% over two years
  
  

• Sales conversations were reactive and referral-led
  
  

• No clear prioritisation of target accounts or sectors
  
  

Strategic Advisor’s Work

A 90-day commercial reset was delivered, focused on clarity and execution. Key initiatives included:

• Rebuilding sector-specific value propositions
  
  

• Simplifying offers and pricing logic
  
  

• Designing a lightweight outbound and follow-up system
  
  

• Coaching partners on qualification and deal control
  
  

Outcome

Within 90 days:

• Average deal size increased from ~£55k to ~£75k (+36%)
  
  

• Sales cycle time reduced by ~25%
  
  

• The firm closed three new engagements worth £210k total, compared to £90k in the previous quarter
  
  

• Partners regained confidence in how deals were sourced and closed

Industry: Healthtech / Digital Health
Location: Thailand (Bangkok-based, regional focus)
Target Customers: Hospitals and healthcare groups
Typical Contract Size: $50k–$120k ARR
Sales Cycle: 6–9 months

Context

A healthtech platform had built a technically robust product but struggled to convert pilot users into paying customers.

Situation Before Strategic Advisor

Key challenges included:

• Strong product usage in pilots
  
  

• Low conversion from pilot to paid contracts (<15%)
  
  

• Messaging focused on features rather than operational outcomes
  
  

Strategic Advisor’s Work

A user validation and repositioning engagement was conducted, including:

• Interviews with hospital administrators and clinical leads
  
  

• Mapping buying objections and approval pathways
  
  

• Reframing the product around operational efficiency and cost control
  
  

• Supporting leadership with a revised pitch and commercial narrative
  
  

Outcome

Within one quarter:

• Pilot-to-paid conversion increased from ~15% to ~32%
  
  

• Two new hospital contracts closed, worth ~$180k ARR combined
  
  

• Sales conversations shortened by ~20%, with clearer stakeholder alignment