Industries — Software
Efficient growth for enterprise software
Capital discipline changed the rules. Growth now has to be forecastable, efficient and defensible to a board.
Overview
Software in context
Enterprise software companies no longer win by adding spend. They win by concentrating effort on the accounts, segments and motions where evidence says conversion is achievable.
We rebuild the go-to-market operating model: segmentation, coverage, pipeline definitions, and the reporting a CFO will accept without adjustment.
Business challenges
What limits commercial performance here.
Rising acquisition cost
Paid channels saturate while sales cycles extend, compressing payback periods beyond board tolerance.
Unclear ICP boundaries
Broad targeting produces volume that sales cannot convert, damaging trust between functions.
Committee-based buying
Security, procurement, finance and IT each require distinct evidence before approval.
Attribution disputes
Marketing and sales report different numbers from the same system, so decisions default to opinion.
Opportunities
Where digital and AI create measurable value.
Digital transformation
- ICP definition grounded in closed-won and expansion data
- Single pipeline model agreed across marketing, sales and finance
- Product-led and sales-led motion orchestration
- Lifecycle instrumentation from first touch to net revenue retention
AI opportunities
- Propensity and churn-risk modelling on product usage signals
- AI research agents for account and stakeholder briefing
- Automated content localisation and variant production
- Conversation intelligence applied to objection patterns
Recommended services
How we typically engage in software
- Revenue Growth
- Account-Based Marketing
- AI Automation
- Marketing Automation
Success metrics
What good looks like.
- reduction in blended acquisition cost
- 0%reduction in blended acquisition cost
- increase in enterprise segment pipeline
- 0xincrease in enterprise segment pipeline
- shorter average sales cycle
- 0%shorter average sales cycle
Case study
Concentrating growth where it converts
Growth had stalled at 14% while spend rose. We narrowed the ICP to three verticals, rebuilt the pipeline model with finance, and deployed AI-assisted account research for a 30-person sales team.
B2B SaaS platform, $70M ARR
- ARR growth returned to 31% year over year
- Sales-accepted lead conversion doubled
- Board reporting consolidated into one forecast model
Ready to discuss growth in software?
A 45-minute executive conversation. No pitch — a structured view of where commercial performance is being limited and what it would take to change it.