An enterprise pipeline the in-house team simply closes.
A US technology services group had a capable sales team but no predictable enterprise channel. In 12 weeks we built one — three service lines, one tight ICP, a synchronized email-LinkedIn-calls motion behind a strict budget gate.
Give a capable sales team a predictable enterprise channel.
- In-house team had capacity but no repeatable source of qualified enterprise conversations.
- Three service lines — website, app, staff augmentation — each needed tailored messaging.
- Enterprise buyers meant a low-volume, high-value funnel where every conversation counts.
- Build a repeatable multichannel funnel within 12 weeks.
- Generate leads gated at a minimum $12,000 engagement.
- Book high-quality meetings the internal sales team could convert.
"Three aligned tracks, one enterprise ICP — and a budget gate that protected the team's time."
Run three aligned tracks — Website, App and Staff Augmentation — on one shared enterprise ICP, with synchronized cadences and strict qualification gates that protected every hour of the sales team's time.
Three tracks, one synchronized motion.
Each service line had its own value proposition — hover a track to see exactly how we ran it.
Targeting CTOs, VP Engineering, and IT Directors at 500+ staff enterprises with active CMS migration pain, multisite sprawl, or performance debt.
Reaching Heads of Product and Engineering at digital-first enterprises carrying integration debt, facing a platform modernisation mandate, or scaling beyond what the current architecture supports.
Targeting Engineering Managers and CTOs whose hiring backlog is becoming a delivery risk.
Targeting CTOs, VP Engineering, and IT Directors at 500+ staff enterprises with active CMS migration pain, multisite sprawl, or performance debt.
Subject lines name the prospect's current stack (Sitecore, AEM, legacy CMS) and tease a specific modernization benchmark from a comparable enterprise.
Connect after engaging on digital experience or enterprise web content. InMail a multisite case study PDF two days later — warm, not cold.
Calls timed to rebrand cycles, compliance deadlines, and budget approval windows when tech-stack conversations are already on the table.
CTA is a free 30-minute current-stack audit, not a sales meeting — far lower friction for enterprise buyers. Only audit outcomes with $12K+ scope reach the team.
Reaching Heads of Product and Engineering at digital-first enterprises carrying integration debt, facing a platform modernisation mandate, or scaling beyond what the current architecture supports.
Subject lines reference the prospect's actual stack — surfaced via job postings and engineering blogs — and the specific API pattern creating friction right now.
Engage on platform engineering posts before connecting. InMail references the exact content they shared about modernisation challenges — never a generic pitch.
Calls timed to new engineering head hires and announced platform migrations surfaced via LinkedIn alerts and company news — when the pain is already named.
Offer a 30-minute integration complexity review — positions the conversation as advisory. Only prospects with a confirmed modernisation mandate and $12K+ scope are handed off.
Targeting Engineering Managers and CTOs whose hiring backlog is becoming a delivery risk — teams that need squads now, not months of recruiting and onboarding.
Opens with a specific signal: three senior roles open for 90+ days, a slipped sprint, or a headcount freeze paired with a hard delivery deadline in the public roadmap.
Comment on engineering velocity and team-scaling posts before connecting. InMail frames the conversation around delivery risk — not staffing — using language from their own posts.
Call windows tied to Q1/Q3 budget approvals and post-sprint retrospectives when delivery pain is freshest and decision-makers are already asking hard questions.
CTA is a resource-planning call with a delivery lead — a working session, not a sales meeting. Only conversations with a confirmed engagement budget of $12K+ proceed.
High signal, high conversion.
Every lead was BANT-qualified against a $12K minimum deal size before reaching the sales team — so every meeting had real buying intent behind it.
What this campaign proved.
One ICP, three value props
Running multiple service lines on a single enterprise ICP creates efficiency — the account is warmed across all three tracks simultaneously.
Budget gates protect conversion
Qualifying on minimum deal size before handoff is not gatekeeping — it is respecting your sales team's time and protecting close rates.
Synchronization beats volume
An email, a LinkedIn touch and a call in a coordinated window converts far better than the same volume spread randomly.
Enterprise takes a full cycle
Timing cold calls to buying cycles — not arbitrarily — doubles response rates against enterprise procurement windows.
The four decisions that drove the result.
The $12K minimum budget gate was defined before a single prospect was contacted. That clarity shaped every message, every CTA, every handoff.
All three service lines reported into the same weekly review. Learnings from one track fed into the others — the whole motion got smarter, faster.
Procurement windows, compliance moments, team-scaling events — each message referenced a real trigger in the prospect's world, not a generic pitch.
Daily reply-rate monitoring let us shift messaging and channel mix within days, not sprints — the difference between a good 12 weeks and a mediocre one.