The Situation

This B2B SaaS company had reached $25M in revenue and had a clear opportunity to enter a new vertical. Leadership had identified the market. They had a product that would work there. What they did not have was a go-to-market infrastructure capable of executing the expansion without disrupting the core business.

Internally, marketing and sales were operating as separate organizations. Marketing was generating leads the sales team did not trust. Sales was doing its own prospecting and ignoring most of what marketing produced. The existing sales cycle was averaging six months, which the team had accepted as the nature of the category. No one had ever interrogated whether the cycle was long because of the deal complexity or because of the process.

The Constraints

The Growth Plan identified four primary constraints.

No integrated go-to-market for the new vertical.There was a product and an opportunity. There was no market entry plan, no positioning for the new buyer, and no pipeline motion built for a different sales context.

Disconnected marketing and sales.The two teams were not sharing data, not operating from a shared qualification standard, and not functioning as a single revenue organization. The new vertical launch would fail if it inherited the same structural problem.

A six-month sales cycle with no interrogation.The long cycle was accepted as normal. The Growth Plan found that at least two months of that cycle were delay, not due diligence, caused by a proposal process that asked prospects to wait rather than move.

No lead scoring infrastructure.Without a scoring model, every lead received the same treatment regardless of fit or intent. Sales was spending equal time on leads with very different probabilities of closing.

The Work

Leadway designed and executed a full SPARK Partner engagement, rebuilding the revenue architecture across all six pillars simultaneously given the scale of the expansion objective.

For the new vertical, Leadway built a dedicated go-to-market infrastructure: buyer-specific positioning, a targeted outbound motion, a content strategy designed for the new buyer's context, and a sales process built for the specific deal dynamics of that market.

For the core business, Leadway rebuilt the marketing-to-sales handoff, implemented lead scoring, and restructured the proposal process to compress the decision timeline. The six-month cycle was not a category reality. It was a process problem.

Results

The new vertical produced $42M in Year 1 and established a run rate of $2M per month by end of year.

The core business sales cycle dropped from six months to two and a half as process changes removed friction that had been accepted as normal. Total revenue moved from $25M to $64in twelve months.

1. 6 to 2.5 months
   
   1. Sales cycle reduction in core business
2. $42M
   
   1. Incremental revenue from new vertical, Year 1
3. $2M per month
   
   1. New vertical run rate by end of Year 1
4. $64
   1. Total company revenue at 12 months