Starting Point

A mid-market SaaS workflow company hit a revenue plateau.

They had product usage, but pipeline quality deteriorated and CAC kept rising.

Underlying Structural Problem

The company had a full-funnel GTM misalignment:

• messaging targeted the wrong economic owner

• product value was described as efficiency, not strategic leverage

• sales cycles dragged because the problem wasn’t tied to board-level pressure

• pricing was too usage-based, limiting expansion revenue

Strategic Interventions
We redesigned GTM architecture across four levers:

• reframed the product around a board-level KPI that buyers must prioritise

• repositioned from “workflow automation” to a mission-critical operating system

• rebuilt the sales storyline to compress evaluation cycles

• implemented a hybrid value-based + platform fee pricing model
   

Impact

• net-new pipeline grew +61% in 90 days

• enterprise conversion rate doubled

• annual revenue runway increased +47% without adding headcount

• company moved from “feature tool” to “category narrative owner”