The Challenge (Before):

• Company had strong traction in Europe (100+ enterprise customers)

• US expansion: 18 months in, still no repeatable motion

• Founder was doing 90% of sales; team was "order-takers" not closers

• High churn in US (customers signed but didn't activate)

• No clear process—each deal was different, each rep did their own thing

What We Did (The Sprint):

• Week 1-3 (Diagnose & Align): Interviewed 10 customers and 5 lost deals. Found the real issue: they were selling "supply chain visibility" to procurement teams, but the actual buyer was operations/logistics. Wrong buyer = wrong conversation = no activation.

• Week 3-8 (Design & Install): Rebuilt ICP around "mid-market logistics companies with 500+ SKUs and manual tracking processes." Created new sales process focused on operations leaders, not procurement. Built discovery framework to identify activation risk early.

• Week 8-12 (Co-Sell & Refine): Ran 12 live deals. Tested new messaging with real buyers. Refined process based on what actually worked.

The Outcome (After):

• Sales team went from "order-takers" to actual closers

• First month: 4 new deals closed by team (not founder)

• Customer activation rate improved from 40% to 75%

• Founder reduced sales involvement from 90% to 20%

• New VP Sales hired and onboarded with confidence

Key Insight: "We were selling to the wrong person in the wrong way. Once we understood that operations, not procurement, was the real buyer, everything changed. Same product, same market, completely different conversation."