Case Study: 3x Pipeline in 90 Days for a Series B SaaS
A mid-market SaaS company came to us with a stalled pipeline and a demoralized sales team. Here's exactly what we did and what happened.
The Situation
The client was a Series B SaaS company with 12 sales reps, a CRM full of stale deals, and a pipeline that hadn't grown in two quarters. The CEO had tried two different VP of Sales in 18 months. The team was talented but directionless. They came to us 60 days before their board meeting.
The Diagnosis
In the first two weeks, we ran a full revenue audit: pipeline analysis, win/loss interviews, rep shadowing, and CRM data review. The findings were clear: their ICP was too broad (they were selling to anyone who would take a meeting), their qualification process had no teeth (deals were advancing without budget confirmation), and their outbound motion had stopped entirely after two reps left.
What We Did
Week 1–2: Rebuilt the ICP based on their top 20 customers by LTV. Week 3–4: Implemented MEDDIC qualification and cleaned the pipeline — removing 40% of deals that had no path to close. Week 5–6: Rebuilt the outbound sequence targeting the new ICP, with personalised messaging for each vertical. Week 7–12: Ran weekly pipeline reviews, coached reps on discovery calls, and tracked leading indicators daily.
The Results
By day 90: pipeline value had tripled (from ₹8 crore to ₹24 crore), average deal size increased by 35% (because they were now selling to better-fit customers), and the team had closed two enterprise deals that had been stalled for months. The board meeting went well.
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