Sales transformation case studies with results that last.

Commercial transformation is easy to describe and hard to make stick. These case studies show what it looked like inside real B2B organisations: where each organisation started, the work we did together and what was different afterwards.

Sales transformation case studies from our recent work.

A selection of programmes across go-to-market strategy, sales enablement, sales operations, process and technology, mergers and sales kick-offs. Each case study sets out where the organisation started, the work we led and the difference it made for the people doing the selling. Start with the situation closest to your own.

WHERE THESE STORIES BEGIN

Moments many commercial leaders will recognise

Resetting go-to-market strategy
Bringing two sales teams together
Reaching new markets through partners
Building enablement the field relies on
Redesigning sales processes and technology
Growing through acquisition
Deploying a sales methodology
Making AI work for the business

A commercial engine built to last

Sales leaders and sellers working together on a new services proposition

2.2xpipeline against the cost of the programme

Case study

Launching a services proposition across the Americas

A global software reseller set out to grow as a value-added services partner. We took its new services proposition from concept to market, with the messaging, sales plays, enablement, launch programme and pipeline cadence to sell it.

Value propositionSales messagingSales playsSales enablementPipeline creation

Read the full case study

We worked with a global software reseller and value-added services partner in the Americas to take a new services proposition from concept to market, and to build the pipeline engine behind it.

What was the challenge?

As a software reseller, the business operated in a squeezed market. Margins were thinning, and too many conversations were held with procurement instead of the leaders who own transformation budgets. Leadership wanted to diversify and grow revenue by becoming a value-added reseller, with services that would give the business a real role in its customers' digital transformation.

A new services proposition had already been conceived inside the business. The task was to take it from concept to market: agree exactly what it was, position and price it, give sellers the message and the tools to sell it to executive buyers, launch it across the whole sales organisation, and put in place the mechanism and cadence that keeps pipeline building long after the launch.

What did we do together?

DefineWhat the offer is and how it is told
- PropositionWith the leadership team, marketing, the services business and sales, we created the value proposition, framed it with marketing, tested it against market positioning and ratified the final offer.
- MessagingA sales messaging framework with customer-facing messaging for each buyer persona, so every conversation tells the same story.
EquipWhat sellers take into every conversation
- Sales materialA full customer-facing suite: sales plays, an executive-first pitch, case studies, reference points and industry insights.
- Enablement toolkitQualification and discovery guides, prospecting sequences, sales hooks, elevator pitches and more.
LaunchHow the offer reaches the field
- OperationsProcess and pricing aligned with the services team, and the offer designed to sell through field, digital and AI-supported motions.
- Launch and trainingTraining for the whole sales organisation on the proposition, the new message, discovery, qualification, selling to the C-suite and pipeline creation, with deal clinics and deal coaching on a consistent enablement cycle.
GrowHow it keeps building pipeline
- MarketThe external message aligned with marketing for industry events, executive roundtables, industry presence, social and web.
- PipelineA new demand generation and sales cadence: the mechanism that keeps pipeline creation running, with regular reviews built in.

What changed?

2xPipeline worth twice the cost of the programme, created within weeks of going liveOne message across sales, services, marketing and the market

BEFOREA services idea inside the businessAFTERA ratified proposition, tested against the market and live in the field
BEFOREResale conversations with procurementAFTERExecutive conversations about customers' transformation
BEFOREA sales team new to selling servicesAFTERA sales organisation trained to sell services to the C-suite
BEFOREChange led with outside supportAFTERDeal clinics, enablement and pipeline reviews run by the business itself

We took the play to a prospective customer, and their feedback was that they would have signed with us that day, based on the pitch.
Director of Presales, client team

A production operator at the control desk running the main stage of a global customer event

2xdelegate attendance, close to double prior years

Case study

Reimagining the structure and delegate journey of a global customer event

A global multinational wanted its flagship customer event to be simpler to run and more compelling to attend. In a sharp design exercise, we architected the approach, structure, agenda model and delegate journey, and delegate attendance nearly doubled.

Customer eventsEvent strategyAgenda designDelegate experienceExecution framework

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We worked with a global multinational to architect its flagship customer event: the approach, the event strategy and structure, the agenda model and the execution framework behind it.

What was the challenge?

The customer event mattered to the business, and over prior years it had grown in size and complexity. New formats and spaces had been added one at a time, each with its own plan, and the result was an event that was hard to run and harder for delegates to make sense of.

The business wanted to reimagine it in a short, sharp exercise: simplify the structure, rethink the delegate journey and the ecosystem around it, and give every part of the event, from the main stage to the studios, a clear role. The aim was an event customers would want to attend, and one the teams behind it could run with confidence.

What did we do together?

StrategyWhy the event exists
- Event approachWhat the event had to achieve for customers and for the business, set out simply and agreed with the leadership team.
- Event strategy and structureOne clear architecture for the event, simplified from prior years and designed from the delegate's point of view.
AgendaWhat delegates experience, and when
- Agenda modelHow content flows from the main stage into breakouts, so every session builds on the one before.
- Session formatsMain stage, breakouts, genius bars and demo sessions, each with a clear purpose and audience.
EcosystemWhere delegates go, and why
- Delegate journeyThe delegate journey reimagined end to end, from first registration to the final session.
- Delegate ecosystemThe expo hall floor, innovation hubs and studios connected to the agenda, so every space gives delegates a reason to be there.
ActivationHow the event builds momentum and lands on the day
- Internal comms and hypeInternal communications that built awareness and excitement in the run-up, so teams arrived ready to bring their customers into the event.
- On-site speaker supportHands-on support for speakers at the event, from final briefing and rehearsal to the moment they stepped on stage.

What changed?

2xDelegate attendance, close to double prior yearsDelivered as a short, sharp design exercise

BEFOREAn event structure built up over prior yearsTHE NEW EVENTA simpler architecture, designed around the delegate
BEFOREFormats planned on their ownTHE NEW EVENTOne delegate ecosystem across main stage, breakouts, genius bars, demos, expo hall, innovation hubs and studios
BEFOREAn agenda that was hard to followTHE NEW EVENTAn agenda model that guides every delegate through the event
BEFOREWays of working rebuilt each yearTHE NEW EVENTAn execution framework for how everything runs

A commercial leadership team working through a new sales operating model together

Onecommercial organisation, one leader, one number

Case study

Redesigning sales strategy and the operating model for the next stage of growth

A growing B2B technology business had outgrown its commercial model, with selling spread across several teams and no single view of the number. We redesigned its sales strategy, coverage and operating model into one commercial organisation.

Go-to-market strategyOperating modelOrganisation designRole standardsRhythm of business

Read the full case study

We worked with the leadership team of a B2B technology business to redesign its sales strategy and operating model, bringing every part of the commercial organisation together under one leader, one number and one forecast.

What was the challenge?

The business had grown well, but its commercial model had not kept pace. Selling sat in pockets, the number was spread across several leaders, and the same customer was often approached by more than one team. Every account received the same coverage, whatever its value, and targets did not always add up to the plan.

Sellers were stretched between protecting existing revenue and winning new business, there was no common commercial cadence or single forecast, and roles reflected the organisation as it had been. Leadership wanted a sales strategy and an operating model built to capture the growth available, with clear ownership and a rhythm the whole organisation could run on.

What did we do together?

StrategyWhere to grow and how to cover the market
- Growth strategyWorking sessions with the leadership team on the growth ambition, where to play and how to deploy the sales organisation.
- Segmentation and coverageAccounts segmented by value, with one owner per account and specialist roles working through that owner.
StructureWho owns the number
- Operating modelOne commercial leader accountable for the full number, simpler functions and a clear interlock with services.
- Executive caseGrowth scenarios with the investment and returns behind them, taken to leadership for approval.
RolesHow every role works, day to day
- Role standardsClear standards for every commercial role: what it owns, how it works a deal and how it is measured.
- Job architectureNew job descriptions and leadership profiles, written for the target model.
RhythmHow the organisation runs
- Rhythm of businessOne commercial calendar, a lean core of forecast, pipeline and business reviews, and protected selling time.
- Planning and pilotA planning, capacity and territory tool the client runs on its own data, and a live pilot of the new overlay model.

What changed?

OneCommercial organisation, with one leader, one number and one forecastA growth plan and the investment behind it, approved by leadership

BEFORESelling spread across several leadersTHE NEW MODELOne commercial organisation with one accountable leader
BEFOREA layered leadership structureTHE NEW MODELFewer leadership roles, each accountable end to end
BEFOREThe same coverage for every accountTHE NEW MODELCoverage that follows account value, with one owner per account
BEFORERoles written for the organisation as it wasTHE NEW MODELClear standards for how every commercial role works
BEFORENo common cadence and no single forecastTHE NEW MODELOne commercial rhythm and one forecast

The new organisation is being prepared for go-live, with the new overlay model already being tested on live deals. Results will be added once it is running.

A partner in growing revenue and building lasting sales capability

Every engagement starts with your business goals and the results your leadership team needs to deliver. We work alongside your leaders, managers and sellers to shape the right plan, build it together and see it through. Your team ends each engagement with the capability to keep driving growth on its own.

WORKING TOWARDS YOUR GOALS

Every step taken together, from the first conversation to handover

01 Listen
Your goals, your market and your people
02 Design together
A plan your leaders shape and own
03 Build with you
Created side by side with your team
Your business goals
04 Hand over
Your team runs it and keeps growing

Tell us where you want your sales organisation to go next.

Tell us what you want to change, and we will help you work out where to start on your commercial evolution.

The Diagnostic

GTM Strategy

Plays & Pipeline

Academy & Capability

Sales Kick-off

Process & Platforms

Coaching

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Who we are

Who we work with

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Latest articles

Sales transformation case studies with results that last.

Sales transformation case studies from our recent work.

Launching a services proposition across the Americas

What was the challenge?

What did we do together?

What changed?

Reimagining the structure and delegate journey of a global customer event

What was the challenge?

What did we do together?

What changed?

Redesigning sales strategy and the operating model for the next stage of growth

What was the challenge?

What did we do together?

What changed?

A partner in growing revenue and building lasting sales capability

Tell us where you want your sales organisation to go next.

Case studies

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