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Case Study

A FinOps Company Matured Its Enterprise Sales Motion and Achieved a Successful Strategic Acquisition

Categories

  • Revenue Intelligence
  • Sales
  • Revenue Operations
  • Marketing
  • Enablement

Solutions Provided

  • Buyer Intelligence
  • Sales Process Execution
  • Sales Playbook
  • SDR Team Build
  • RevOps Formation
  • GTM Enablement & Training

By translating buyer intelligence, sales process discipline, RevOps infrastructure, enablement, and outbound execution into one operating model, the company matured its enterprise sales motion and improved the conditions for a successful strategic exit.

Company Firmographic

B2B SaaS

A growth-stage software company serving enterprise buyers with cloud cost optimization and FinOps capabilities.

Enterprise GTM

Moving upmarket into larger enterprise accounts with an outbound-led, hunter/farmer sales motion.

FinOps / AWS / Azure

Focused on cloud cost management and optimization across AWS and Azure environments for enterprise clients.

Situation

The FinOps company had strong growth potential, a compelling product, and ambitious expectations from its growth equity sponsor. However, the company had held onto a founder-led sales motion longer than its next stage of growth required. Deals were slipping, sales productivity and revenue predictability were under pressure, and new rep ramp times were below benchmark at more than nine months. To realize the deal thesis, the business needed to move upmarket into larger enterprise accounts across AWS and Azure environments. That required more than simply adding outbound activity. The company needed a scalable GTM foundation that could translate tribal sales knowledge into repeatable sales execution.

Company’s Challenge

The core challenge was maturing sales effectiveness so the team could consistently create, manage, and convert enterprise opportunities. The company had previously tried to stand up an SDR function twice without success, which created skepticism that SDR could be a productive role in the business. But the broader challenge was not whether to "pivot to SDR." The challenge was how to build the sales process, buyer intelligence, enablement, RevOps, and management cadence required for an upmarket enterprise motion.

  • Deals were slipping, creating pressure on revenue predictability and forecast confidence.
  • Sales performance was inconsistent across the team.
  • Enterprise accounts required more focused buyer targeting, deeper persona understanding, and stronger account penetration.
  • Rep ramp times were longer than the business needed to support its 2024 growth objectives.
  • Prior SDR attempts had failed, making the organization skeptical that outbound could work in their market.

The Cortado Group Solution

Created Buyer Intelligence

Developed ICP, buyer personas, buyer journey mapping, and persona buyer-role guidance so GTM teams could better understand how company buyers evaluate, influence, and purchase solutions.

Built Enterprise Sales Playbook

Created a broader sales playbook to support the hunter/farmer motion, align sales activity to the buyer journey, and make enterprise selling more repeatable.

Designed the SDR Playbook

Built a practical SDR guide for lead development, outreach strategy, social selling, qualification, and performance tracking.

Built the SDR Operating Foundation

Defined job descriptions, KPI benchmarks, territory roles, lead execution processes, sales qualifications, compensation, recruiting standards, and marketing/sales SLAs.

Hired and Onboarded SDR Talent

Sourced candidates, managed selection, onboarded two SDRs, and helped maintain hiring standards for the function.

Enabled Persona-Based Outreach

Developed customized messaging, lead nurturing paths, call guidelines, email templates, and response snippets for key personas including Engineering, FinOps, Finance, Procurement, Security, Legal, and IT Ops.

Aligned Sales Processes to HubSpot

Connected the new sales and SDR processes to CRM workflows, cadences, automation, reports, dashboards, and data hygiene improvements.

Established Sales Management Cadence

Created coaching rhythms, sales dashboards, activity reporting, meeting cadences, and manager time allocation guidance to sustain accountability after transition.

How can a growth-stage FinOps company mature enterprise sales effectiveness fast enough to support the growth thesis, improve revenue predictability, and create the conditions for a successful exit?

Cortado Group Results

  • Enterprise sales motion matured: The business moved from a founder-led, tribal-knowledge sales environment toward a more repeatable GTM operating model built around buyer intelligence, sales process execution, RevOps, and enablement.
  • SDR became a productive part of the motion: After two prior failed attempts, the team successfully stood up an SDR function with clear hiring standards, playbooks, CRM workflows, dashboards, and coaching rhythms.
  • Early SDR productivity exceeded ramp expectations: Newly hired SDRs exceeded Month 1 activity requirements, producing 2,481 calls, 103 connected calls, and 1,614 emails sent.
  • Upmarket account penetration improved: Pipeline activity emerged from enterprise and strategic accounts, including partner calls, scheduled meetings, and qualified leads tied to recognizable companies such as HCL, HYCU, Nissan, BMC, Walmart, and Globality.
  • Outbound calling proved commercially relevant: Four out of five meetings came from outbound phone calls, reinforcing that direct voice outreach could work when paired with the right targeting, process, and coaching.
  • Sales accountability increased: The new cadence, reporting, dashboards, and CRM alignment helped create clearer visibility into sales activity, SDR performance, lead handoff, and pipeline execution.
  • The company ultimately achieved a successful strategic acquisition, with the GTM foundation supporting the broader story of scalable enterprise growth.

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