Real clients, real numbers, and what we actually did to get there.
Client Results
An EdTech Firm
They'd been short on BDRs for months. We had candidates in three days.
Open roles to deployed reps
30 days
From open BDR seats to reps deployed in about a month. Now we manage the team so their VP doesn't have to.
Months → 3 days
How long the roles sat open, compared with how fast we sent candidates.
4 candidates
Qualified BDRs from our Talent Network, ready to interview.
What we did
Defined the role before we searchedWe worked out what the new BDRs needed to do, who would succeed selling into their market, and a pay range that would attract them.
Sourced from our Talent NetworkInstead of starting a search from scratch, we went to sellers we already knew. Four qualified candidates were in front of the team within three days.
Got reps in seat fastTheir team interviewed, hired, and had reps deployed within about 30 days of the search starting.
Took the team off their VP's plateWe manage the BDRs with weekly call reviews and recommendations, so their VP can focus on running the business instead of running the team.
Hiring BDRs doesn't have to take a quarter. With the right network, it took three days to find them and 30 to deploy.
They had been growing about 4% a year. One year of working together changed the slope.
200 → 5,000+
Employee size of the clients they close. They moved up into mid-market and enterprise.
$200K in 90 days
Closed by the AE we placed and trained, with a $45K average deal size.
What we did
Named the real problemThey were good at the work, and every new client came from a referral. That's a nice place to be until you want to grow — referrals arrive when they arrive, and you can't make them come faster.
Built a go-to-market strategy they didn't haveWho they were going after, what they led with, and how a deal was supposed to move. Before this, there wasn't a strategy — there was a reputation and a phone that rang sometimes.
Trained them to sell upmarketThey were closing companies under 200 employees. Selling to a 5,000-person company means a different buyer — executives, more people in the room, longer cycles, harder questions. We trained the team to run those conversations and hold their ground with an exec audience.
Opened partnership channelsWe identified the firms and investors already sitting next to their ideal clients, and built a strategy to turn those relationships into a steady source of qualified opportunities — instead of waiting on referrals.
Staffed and trained an AEWe placed an AE within 30 days and trained them on the new process. They prospected and closed $200K within the first 90 days, with an average deal size of $45K.
Gave them a process to runWorkshops so the team could work the new opportunities, and a documented sales process so it kept running after the engagement ended.
Referrals aren't a growth strategy — they're what happens while you wait. We gave them a way to go get the bigger client instead of hoping one called.
They came to us with an idea. They now have seven locations.
Where they are now
$1.5M+
They hit $500K+ while we worked together. They're past $1.5M now, still running the same system. We're not there anymore. It kept working.
9 of 15top Atlanta venues
We went after fifteen. Nine signed exclusive contracts.
$0 → $500K+
They started with no customers and no revenue.
7 locations
Opened across the country using the expansion plan we built.
What we did
Got them their first customersWe worked their first trade show with them and built the lead list on the floor. Then we followed up with every venue and every consumer lead until they booked real business.
Picked one strategy and packaged itOnce money was coming in, we met weekly with the founder and their director of operations. We decided to go after exclusive venue contracts, and built the packages to sell them.
Taught them how to close itAsking a venue to go exclusive is a hard ask. We worked the talk tracks and closing technique — using MEDDIC and what we've learned in the field — until they could hold that ask without flinching.
Built the plan for new citiesHow to enter a new market and what the margins had to look like. Every location after Atlanta opened against that plan instead of a guess.
We didn't start with a strategy deck. We got them customers first, then built the system — and it still runs without us.
This was Sales OS with sales training and outsourced selling.See Sales OS
Client Results
A Women's Wellness Spa
They asked how to raise more money. They had no revenue yet.
First year of operating
1,100+
Bookings in their first year, and still growing. They started at zero.
$0 in revenue
Where they were when they came to us, sitting on a Series A round.
1 year+
Open, selling memberships, and adding bookings every month.
What we did
Told them the truth about what they neededThey came to us for help pitching investors on the next round. But they hadn't sold anything yet. You can't raise on a story — you raise on proof. We told them so, and we changed what we were working on.
Set the real revenue targetThe founder wasn't clear on what the next round actually required. We worked out what revenue they needed to hit to prove the model, and what it would take to get from zero to that number.
Built the go-to-market from scratchWhich services to offer so the experience held together and was worth paying for. What technology they needed to run it. And how they'd sell memberships once the doors opened.
Launched themWe took them from an idea and a funding round to an open business with paying members — and a booking number they can put in front of any investor.
They hired us to help them raise money. We told them to go get customers first — because that's what actually makes you fundable.
This was a go-to-market build through Sales OS.See Sales OS
