Improving conversion after the demo.
Marketing operations for a fintech SaaS company.
+33%Improvement in close rate
In six months The challenge
The company was generating strong demo volume, but too few prospects were becoming customers. The priority was to make better use of the interest it was already generating. We examined how prospects were nurtured and passed to sales, looking for the gaps between a promising conversation and a closed deal.
Our approach
- Find the point of friction. Audited the customer lifecycle and identified two issues: a generic nurture sequence and a slow handoff to sales. Those findings focused the engagement on the follow-up process and the transition between teams.
- Put the fix into operation. Rebuilt the HubSpot automation supporting nurture, turning the audit findings into changes in how follow-up operated. The engagement included implementing those changes directly in HubSpot.
- Make the handoff explicit. Tightened the service-level agreement between marketing and sales to address the delay. The agreement set clearer expectations for follow-up at the point where responsibility moved from one team to the other.
What changed
Close rate improved 33% in six months following the changes. The company gained a rebuilt nurture workflow and a clearer sales handoff, addressing how existing demand was converted into customers.
From service calls to commercial contracts.
Go-to-market strategy for an HVAC company entering the commercial segment.
+40%Increase in commercial contracts
In eight months The challenge
The company wanted to shift from residential service calls to higher-value commercial maintenance contracts. That meant reaching the people responsible for maintaining commercial properties and presenting an offer relevant to their decisions. The engagement needed to turn the ambition to move upmarket into a specific plan for whom to pursue and how.
Our approach
- Define the commercial buyer. Built the ideal customer profile around property managers and facilities directors. Identifying the decision-makers gave the expansion a clear focus and established who the outreach and messaging needed to address.
- Build a route into the market. Developed the outreach approach as part of the full commercial go-to-market strategy. This connected the target buyer to a plan for pursuing commercial maintenance opportunities.
- Reposition the offer. Developed the messaging shift needed to compete for commercial contracts. Buyer selection, outreach, and the way the company presented its services were shaped around the same commercial goal.
What changed
Commercial contracts increased 40% in eight months. The company had a focused plan for its move upmarket, with a defined buyer, an outreach approach, and messaging built for the commercial segment.
Bringing a healthcare data product to market.
Aubree’s in-house experience at Decision Resources Group.
$1M+New revenue contributed by the product
Decision Resources Group The context
As a Marketing Manager at Decision Resources Group, Aubree led go-to-market strategy for a real-world evidence data product. Her in-house experience covered both the decisions shaping product positioning and the ongoing delivery of marketing.
Aubree’s role
Her broader in-house marketing responsibilities included:
- Use market evidence. Conducted strategic market research to inform product positioning. This gave decisions about how to present the offerings a basis in market findings.
- Test campaigns against response. Ran A/B tests on email campaigns, improving conversion by approximately 14%. The testing provided evidence of which campaign variations performed better, making audience response part of the decision process.
- Build measurable readership. Developed a content program that grew blog readership by approximately 35% and increased organic traffic. Her responsibilities spanned creating the program and understanding the response it generated.
What changed
The real-world evidence data product contributed more than $1M in new revenue. The email and content improvements above reflect results from Aubree’s broader in-house role at Decision Resources Group.
Building a marketing function as the business grew.
Marketing leadership and team development for a professional services firm.
$5→10MCompany annual recurring revenue
During the engagement The challenge
At $5M in annual recurring revenue, the founder was running marketing informally while also focusing on client delivery. The firm wanted to reach $10M. The brief was to establish a dedicated marketing function with the capacity, tools, and strategic ownership to support that next stage while keeping the founder focused on serving clients.
Our approach
- Create dedicated capacity. Hired and onboarded a marketing coordinator. The firm gained a dedicated person for marketing, adding capacity beyond the founder’s own time and making the function an established part of the business.
- Build the supporting technology. Built the marketing technology stack alongside the team. The tools became part of the foundation for a dedicated marketing function, together with the staff and strategic direction to support it.
- Take ownership of the direction. Owned marketing strategy while the founder stayed focused on client delivery. Aubree combined responsibility for the plan with building the team and technology needed to support it.
What changed
The firm reached its $10M growth target. During that growth, marketing gained a dedicated coordinator, a supporting technology stack, and strategic leadership. The founder could stay focused on client delivery while Aubree owned marketing’s direction.
