Work our founders led

The situation. A Series B automotive technology company was generating leads across several channels with no connected path from capture to seller. Forms landed in disconnected destinations, qualification was manual and inconsistent, and nobody could say which stage was leaking.

What we built. A connected digital demand-generation engine: every lead form wired directly into Salesforce, a scoring model built against the Ideal Customer Profile, score-based automatic routing to the right seller, and funnel-stage tracking and reporting end to end.

Why it worked. Two things compounded. Stronger scoring meant outreach capacity stopped being spent on poor-fit leads. Automated routing plus follow-up visibility meant fewer opportunities went quiet between stages.

The situation. A high-volume demand generation motion was filling the funnel with small accounts. The lead mix ran roughly 70% SMB to 30% enterprise, average contract values were under pressure, and renewals were soft because the customer base did not match where the product was heading.

What we built. A transformation to account-based principles: enterprise account selection and tiering, structured 1:1 motions for strategic accounts and 1:many motions for the broader target set, and separate ABM flows for new logos versus expansion within existing customers.

Why it worked. Changing who you pursue changes everything downstream. A better-fit customer base raised contract values, improved retention, and made cross-sell and expansion a designed motion rather than an accident.

The situation. A fast-scaling EdTech company was heading into a growth phase with no marketing architecture in place and no decision made on core systems. The risk was the usual one: assemble tools reactively now, rebuild the whole thing under pressure at Series C.

What we built. The full architecture from the ground up — vendor selection for CRM, marketing automation and sales enrichment, then integration into one connected go-to-market ecosystem with defined processes, reporting and handoffs.

Why it worked. Building for the volume ahead rather than the volume at hand. The company scaled two funding stages without a rebuild, and kept its marketing team deliberately small because the system carried the load instead of headcount.