In Q2 of Year 1, Cortado Group was asked to place an Interim Chief Revenue Officer (CRO) to replace an outgoing head of sales. Overall sales framework was not providing the necessary pipeline and revenue growth.
The challenge
The client was going through a critical transformation; from an on-prem/perpetual software licensing model to Software-as-a-Service with limited preparation in their go-to-market model.
The CRO departed in the second quarter of Year 1, and their current talent strategy was not providing top sales and leadership talent.
The Cortado Group solution
Sales and Marketing GTM
Sales and Marketing GTM Benchmark Assessments to create the roadmap of initiatives.
TAM/SAM market
TAM/SAM market analysis to enable sales org design and territory design.
Ideal Customer Profile model
Ideal Customer Profile model and grading to enable sales org design to the Pod model.
Buyer Process Maps
Buyer Process Maps to enable opportunity management process design.
SFDC and SalesLoft
Reconfiguration of SFDC and SalesLoft to make visible the sales process and true pipeline.
New Talent Strategy
Deployed new talent strategy in order to recruit, interview and hire top talent.
Compensation and Quota
Worked with finance to create a compensation and quota model based on best practices
Results
46%
Pipeline growth
Revenue increased: by 3% from year one to year two.
Total pipeline increased: by 46%, and weighted pipeline increased by 114%.
The sales team experienced a 160% increase: in validated opportunities.
SQLs created: by the SDR team was projected to result in $3.2M TCV.
The SDR team had over 52,000 focused: lead generation activities in year two.
