Anonymized case study. Key data points have been adjusted to preserve confidentiality.
The context: SaaS growth plateau
B2B SaaS scale-up, 50 employees, €3M ARR. 80% growth the previous year, but the last 6 months show a plateau. The CEO suspects a sales execution problem, but the teams are engaged and activity metrics are green: meetings are booked, demos are done, the pipeline is full.
The problem lies elsewhere. And that is precisely why the diagnostic was commissioned.
What the company perceived
- "Our pipeline is full, we have €8M in weighted value. Volume isn't the issue."
- "The Sales team is solid, we hired 4 AEs this year. We invested in talent."
- "The CRM is in place, everyone uses it. We're data-driven."
The internal perception was that of a well-structured company going through a temporary rough patch. The diagnostic revealed a structural problem.
What the diagnostic revealed
Revenue Health Score: 38/100
The 3 most critical pillars:
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RevOps (18/100): No Revenue Review process. No dashboards shared between Marketing, Sales, and Customer Success. Each team has its own metrics in its own tools. Marketing measures MQLs in HubSpot, Sales counts deals in Salesforce, CSM tracks tickets in Zendesk. No one has the full picture, and decisions are made on fragmented data.
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BDR (28/100): No SLA for the BDR-to-AE handover. Leads pass through without formal qualification. The no-show rate at the first meeting is 35%, which means one meeting in three is lost before it even starts. There is no qualification framework: BDRs hand off leads based on a "this looks interesting" rather than objective criteria of budget, authority, need, and timing.
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CRM (32/100): Data quality needs structuring. 60% of opportunities have no amount recorded. Pipeline stages don't reflect concrete sales steps but the sales rep's level of optimism. The €8M pipeline actually contains €4.8M in qualified deals. The rest is a pool of dormant opportunities to sort, re-engage, or archive.
"We knew we had a problem, but we couldn't put our finger on it. The diagnostic clarified everything in 10 days." · CEO
The actions deployed
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Weeks 1-2: Full pipeline audit and cleanup. Removal of 40% of zombie deals (no activity for 60+ days, no next step defined, no champion identified). Reclassification of remaining opportunities with realistic amounts and closing dates.
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Weeks 3-6: Rollout of the BDR-to-AE SLA. MEDDIC qualification framework implemented with 5 mandatory criteria before moving to a demo. Training for the 3 BDRs on disqualification criteria (knowing how to say no to a poorly qualified lead is as important as knowing how to qualify one).
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Weeks 4-8: Weekly Revenue Review established. A unified dashboard built in Salesforce, accessible to all 3 teams. 45 minutes every Monday morning: pipeline review, forecast update, blockers, and actions for the week. The CEO attends the first two weeks, then delegates to the VP Sales.
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Weeks 6-12: Bi-weekly discovery coaching based on real deals. Each AE presents an ongoing deal, the team challenges the account strategy, the identified champion, and the client's decision-making process. No theory, only practice.
The results after 6 months
| Metric | Before | After | Change |
|---|---|---|---|
| ARR | €3.0M | €4.26M | +42% |
| Win rate | 18% | 31% | +72% |
| Qualified pipeline | €4.8M | €9.2M | +92% |
| Forecast accuracy | 42% | 78% | +86% |
| New AE ramp time | 6 months | 3 months | -50% |
The qualified pipeline nearly doubled, not because lead volume increased, but because upfront qualification made it possible to focus sales energy on deals with a high probability of closing. The win rate rose from 18% to 31% in 6 months, simply by structuring the sales process and instilling pipeline discipline.
Next step
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