Case Studies
Engagement: June–August 2025 | Industry: Talent Marketplace
Services: GTM transformation, sales process redesign, segmentation strategy, consultative enablement, compensation realignment, account management deployment
Written by
Quang Do
A marketing talent platform had significant market presence with thousands of enterprise clients, but growth was slowing due to structural GTM issues. Annual churn exceeded 75%, and the average customer relationship lasted 6–7 months despite strong brand recognition. The marketplace positioning was transactional, which left expansion revenue on the table. Fewer than 11% of customers purchased multiple products, even though sequential buyers showed 45% higher lifetime value. Acquisition costs continued to rise in saturated paid channels, while inconsistent sales execution capped the win rate at about 25%. To reach established targets, the company needed to shift from order taking to establishing strategic partnerships.
Segment‑led deployment. Defined a tiered coverage model across segments (10–50, 50–200, 200+ employees) to align capacity with commercial priorities, recognizing that enterprise accounts delivered significantly higher average contract value.
Consultative‑first intake. Stood up a uniform sales process anchored in a strategic discovery framework. Replaced a 20+ field, redundant form with a 6‑field process focused on business objectives, not just role filling.
Objective prioritization model. Ran a dual‑track pilot of expert engagement models, testing a joint specialist‑plus‑expert motion versus a standalone expert to identify the highest‑impact approach by segment.
Manager dashboard and operating cadence. Introduced CRM views for account health, 30/60/90‑day check‑ins, and early‑warning signals to surface expansion opportunities and prevent churn.
Clear swim lanes. Recast generalist Account Executives into Hunters and Account Strategists. Deployed a dedicated post‑sale Account Management function to own retention and expansion.
Workflow simplification. Shifted from fragmented handoffs to integrated account teams. Standardized research protocols, discovery questions, and strategic positioning so value delivery is consistent.
Do more with less. Routed transactional SMB demand to scaled and automated coverage, while concentrating strategic experts on high‑value accounts with expansion upside.
Enablement and change management. Delivered role‑specific training and a consultative selling certification. Realigned compensation and executed a phased rollout to drive adoption across segments.
Segmented coverage and role specialization concentrated effort on the highest‑value opportunities, reducing generalist inefficiency and enabling strategic depth in key accounts.
Sequential selling and consultative positioning shifted attention to expansion. The program targeted a 20–30% increase in per‑client value through deeper needs understanding and strategic partnership.
Consistent segmentation, clear roles, and systematic account management created the backbone for sustainable growth and retention benchmarks.