Building a Scalable Growth Engine for a New Market Expansion
Turning Proven Technology into a Predictable Revenue Platform
Company Profile
An established marketing technology company specializing in compliant, P2P texting. Originally focused on the political sector, the organization launched a second brand to expand into nonprofits, agencies, and enterprise markets in pursuit of steadier, year-round revenue.
Case Study Highlights
Built structured pipeline from zero to 20 active opportunities in 12 months
Closed 10 new deals across nonprofit and enterprise segments
Increased website active users by 66 percent and new users by 67 percent
Established exclusive agency partnership now collaborating on 19+ deals
Implemented clean CRM architecture, defined lifecycle stages, and reporting dashboards
Aligned product, marketing, and customer experience to support scalable growth
The Situation
The company had strong assets: proven technology, experienced leadership, and an existing customer base in a politically driven vertical.
What it lacked was a repeatable commercial engine for its newly launched brand.
The second brand had completed early creative work - logo, website, foundational messaging - but had no revenue, no structured pipeline, limited analytics visibility, and no defined go-to-market process. Most internal energy remained focused on the legacy political business, which generated cyclical, election-driven revenue.
An agency partnership in the nonprofit space existed, but another texting vendor was capturing most of the opportunity.
As one executive shared:
“We had the product and credibility. What we didn’t have was the infrastructure to consistently generate and convert demand.”
The mandate was clear: build a predictable growth engine from the ground up.
Conditions at the Start
| Area of Focus | Conditions at Start | Business Impact |
|---|---|---|
| Pipeline | No structured pipeline; limited relationship-based opportunities | No forecast visibility or revenue predictability |
| ICP & Positioning | Broad nonprofit focus; unclear differentiation | Limited traction and diluted messaging |
| CRM & Data | Shared CRM with legacy brand; no defined lead stages | Unreliable data and inefficient sales execution |
| Digital Presence | Minimal SEO, no content engine, no social channels | Low inbound awareness |
| Agency Partnership | Underleveraged and non-exclusive | Missed revenue potential |
The Approach
The first priority was strategic clarity. Ideal customer profiles were refined beyond a broad nonprofit lens to focus on higher-value segments. Messaging frameworks were developed to sharpen differentiation and align with buyer pain points.
Operationally, a separate CRM instance was implemented with customized lifecycle stages, defined MQL and SQL criteria, automated nurture workflows, campaign tracking, and real-time dashboards. Buyer intent tools were deployed to support outbound prospecting, with weekly intelligence reports delivered directly to sales.
Marketing infrastructure was built deliberately: a website refresh, technical SEO engagement, blog development, launch of LinkedIn and Facebook channels, and an ongoing content calendar to drive consistent visibility.
The agency partnership was restructured through candid alignment conversations, formal meeting cadence, shared enablement materials, webinar collaboration, and joint conference participation. This repositioned the company as the agency’s exclusive texting partner.
Beyond go-to-market, leadership collaboration extended into product marketing and customer experience. New service enhancements were brought to market in partnership with the CTO, ensuring positioning aligned with technical capabilities. Work with the COO focused on strengthening onboarding and customer journey touchpoints to support retention and long-term value.
A sales leadership transition was also executed, including redefining the role, leading the hiring process, and aligning expectations around structured pipeline management.
The Results
Within 12 months, the organization moved from zero structured pipeline to 20 active opportunities and 10 closed-won deals.
Website performance improved significantly:
Active users increased by 66 percent
New users increased by 67 percent
Event interactions increased by 45 percent
The agency partnership is now contributing to 19 active deals and has become a central growth channel.
Most importantly, the company now operates with clean data, defined reporting, weekly pipeline accountability, and a repeatable outbound motion. It has closed its first enterprise deals outside the political vertical and established a more diversified revenue foundation.
The engagement continues to focus on conversion optimization, sales cycle refinement, and scaling what is now a structured and measurable go-to-market engine.
