Case Studies
Real Sales Transformation. Real Sales Results
Our case studies and client testimonials below
Case Study: Industrial Components Manufacturer.
Getting Sales Back on Track After Years of “Good Enough”
Client Profile: Mid-sized manufacturer, $180M revenue, 28 sales reps across North America. Selling engineered components to automotive OEMs and tier-1 supplier
Client Profile: Mid-sized manufacturer, $180M revenue, 28 sales reps across North America. Selling engineered components to automotive OEMs and tier-1 supplier
The Real Problem:
Sales had flatlined for three years. Reps were order-takers, not hunters. The old guard resisted any change (“we’ve always done it this way”). CRM was a graveyard of bad data. Average rep tenure: 11 months. Sales cycles dragged 4-6 months with endless engineering reviews. Win rate: 23% and sliding.
What We Actually Did:
Started with a 2-week ride-along audit—not spreadsheets, actual field observation. Found:
Reps spending 70% of time on existing accounts (comfort zone)
No consistent qualification process (everyone had their own “system”)
Proposals were 40-page technical documents nobody read
Sales and engineering openly hostile to each other
The Intervention:
People: Started with the willing—found 5 “champion” reps to pilot changes. No forced adoption.
Process: Built a simple 5-step qualification framework. Not a 200-page playbook—a laminated card.
Tech: Fixed the CRM data first (3 months of cleanup). Then basic automation—nothing fancy.
Data: Started tracking just 3 metrics religiously: qualified pipeline, activity ratios, time-to-proposal.
Win Rate
Win rate improved from 23% to 31% (still room to grow)
Sales Cycle
Sales cycle reduced by 3 weeks (every week counts)
2 new logos landed (first in 18 months)
Rep Turnover
Rep turnover dropped 40% (keeping people = everything)
Revenue
Revenue up 12% YoY (first growth in 3 years)
Testimonial
“Look, they didn’t revolutionize our business overnight. But they got us unstuck. Sales feels like sales again, not order processing.” – Mike, Sales VP
Case Study: Regional Logistics Provider.
Building a Real Sales Process (Because Winging It Stopped Working)
Client Profile: 3PL provider, $220M revenue, 35 sales reps, competing against the big boys (CH Robinson, XPO) for mid-market shippers.
The Real Problem: Classic founder-led sales culture hitting the wall. The CEO’s relationships weren’t scalable. New reps floundered without his magic touch. Pricing was all over the map. Lost 3 major accounts to competitors who “just seemed more professional.” Morale was shot.
What We Actually Did:
No fancy analysis needed—the problems were obvious. The hard part? Getting buy-in without bruising egos. Started with anonymous rep surveys to surface issues diplomatically.
The Intervention:
People: Created peer mentoring vs. top-down training. Veterans paired with newbies.
Process: Built a consultative selling approach around their actual differentiators (regional expertise, flexibility). Killed the 100-slide pitch deck.
Tech: Chose ONE tool to do well (Salesforce). Stopped chasing shiny objects.
Data: Weekly pipeline reviews—but kept them under 30 minutes. Focus on deals, not reports.
Win Rate
Win rate improved from 23% to 31% (still room to grow)
New Business
New business win rate: 19% to 26%
Average deal size up 22% (better qualification)
Deal Size
Average deal size up 22% (better qualification)
At Risk Account
Kept 2 of 3 “at risk” major accounts
Team NPS
Team NPS went from -12 to +18 (happier reps = better results)
Testimonial
“They taught us how to sell value, not just price. Turns out, we had more to offer than we thought.” – Janet, Sales Director
Case Study: Shipping Line (Container Freight)
Competing Beyond Price in a Commoditized Market
Client Profile: Regional container shipping line, $340M revenue, 42 sales reps, getting squeezed between global carriers and digital forwarders.
The Real Problem: Every deal became a price war. Sales reps were glorified quote machines. Customers treated them like vendors, not partners. Meanwhile, Flexport and Freightos were eating their lunch on the tech side. Internal blame game between sales and operations was toxic.
What We Actually Did: 3-day workshop to get sales and ops in the same room. Ugly at first, productive by day 3. Mapped the customer journey together—eye-opening for both sides.
The Intervention:
People: Cross-functional account teams (sales + ops + customer service). Shared compensation.
Process: Shifted from transactional to consultative. Created “shipping assessment” as door-opener.
Tech: Built simple API connections to give real-time visibility. Nothing revolutionary—just functional.
Data: Win/loss analysis on every deal over $100K. Patterns emerged quickly.
Win Rate
Win rate on strategic accounts: 21% to 29%
New Business
New business win rate: 19% to 26%
Average deal size up 22% (better qualification)
Profitability
Reduced price-only losses by 35%
Retention
Customer retention up from 68% to 78%
Sales Cycle
Sales cycle unchanged (but quality of conversations improved dramatically)
Lighthouse Customers
Landed 2 “lighthouse” digital-savvy customers
Testimonial
“We stopped trying to be Maersk. Started being the shipping line that actually answers the phone and solves problems.” – Carlos, CCO