Client Overview
Our client is a global Intelligent Software Delivery and Security platform that helps engineering and DevOps teams automate software delivery pipelines with deep visibility, security, and compliance. They serve large enterprises across the US in sectors like banking, telecom, retail, and technology, where release speed, reliability, and governance are equally critical.
The Challenge
Our client had strong traction generating top-of-funnel awareness through events, partnerships, and inbound marketing. But enterprise pipeline movement was slower than expected.
Several enterprise accounts were actively evaluating the product, yet deals had stalled between demo, proposal, and commercial discussions. The goal was to reduce time-to-close for qualified enterprise opportunities and improve conversion rates from opportunity to contract.
What We Did
We designed and executed a 1:1 account-based Pipeline Acceleration Motion focused on converting late-stage enterprise opportunities faster through data-backed insights, targeted enablement, and personalised engagement. The engagement ran across three phases: analysis, design, and orchestration.
Phase 1: Pipeline analysis and insights
We started by mapping the entire active enterprise pipeline across the US to identify where deal momentum was slowing down and why.
- Reviewed six months of opportunity data to identify recurring blockers including security reviews, ROI justification delays, and complex internal approvals
- Conducted joint interviews with senior leadership, Sales, and Pre-Sales to understand evaluation gaps, buying committee dynamics, and deal friction points
- Classified stalled opportunities by stage, demo, proposal, and contract, and segmented them by reason for delay
- Analysed first and third-party intent data including website activity, webinar participation, LinkedIn engagement, and CRM signals to identify accounts still showing active interest despite having stalled
- Combined intent and CRM insights to prioritise enterprise accounts demonstrating both recent engagement and high deal value potential
This process surfaced 20 enterprise accounts split into two groups. The first group had fully stalled and needed reactivation. The second group was still progressing but slowly, and needed focused acceleration to close faster. All 20 were taken into the motion, with outreach and content tailored to each account’s stage and intent signals.
The analysis also revealed five key friction areas across these accounts:
- Lack of the right content for specific buyer stages
- Inconsistent follow-ups and delayed response loops
- Limited targeting of the full buying committee
- Misaligned messaging between marketing and sales touchpoints
- Insufficient proof-based content to validate ROI and security differentiation
Phase 2: Designing the acceleration framework
Using these insights, we built a structured Pipeline Acceleration Playbook tailored to our client’s enterprise GTM model. The framework aligned account research, persona engagement, and deal-stage content delivery to maintain momentum across every opportunity.
The playbook covered:
- Deal-stage content and messaging addressing compliance validation, ROI proof points, and performance benchmarks, supported by case studies, testimonials, and product updates
- Persona-specific content mapped to the full buying committee, from CTOs and DevOps leaders to Procurement, IT Directors, and Compliance Heads, ensuring every stakeholder received relevant and timely communication
- Sales enablement assets including conversation-ready one-pagers, technical validation content, objection-handling scripts, and late-stage pitch decks to reinforce confidence during negotiations
- Account prioritisation workflows that helped Sales reach out when account intent peaked, ensuring timely follow-up as buyer interest grew
- Trigger-based orchestration framework where each play was designed to activate at deal milestones such as proposal submission, evaluation start, or legal review initiation
Phase 3: Execution and orchestration
With the playbook in place, we executed a coordinated set of multi-channel, account-based acceleration plays across all 20 enterprise accounts.
- Activated trigger-based campaigns mapped to deal progression, sharing ROI-driven case studies when trials began, proof-of-value content during proposal stages, and testimonials during final evaluations
- Deployed personalised email and LinkedIn Ad campaigns to reach active evaluators and new influencers entering the buying cycle
- Supported Sales with outcome-focused one-pagers, persona-specific guides, and curated insights that clarified value and reduced decision friction at every stage
- Conducted joint marketing and sales workshops to align outreach cadence, messaging, and engagement tactics across both teams
- Partnered with Sales on post-proposal enablement assets including comparison sheets, validation reports, and outcome benchmarks to reinforce trust and readiness to close
- For accounts deepest in the funnel, we concentrated execution on removing the final blockers to close, tightening the buying committee consensus, addressing last-mile objections, and ensuring no deal lost momentum in the final stretch
- Implemented deal dashboards to track engagement, velocity, and next-step actions, creating visibility into which accounts were warming up and where to apply additional momentum
- Continuously analysed engagement data and sales feedback to refine messaging, improve outreach timing, and prioritise next-step actions per account
Results and Impact
Five months of focused pipeline acceleration work moved deals that had been sitting still for months and created new momentum where it had stalled entirely.
- 7 stalled enterprise accounts reactivated into active pipeline opportunities from a targeted list of 20
- $1.54M in enterprise pipeline accelerated through reactivated and fast-tracked opportunities
- 3 of those accounts converted into revenue, generating $660K in new business
- 28% reduction in average sales cycle driven by improved engagement timing, stronger content alignment, and faster buying committee consensus
A 28% reduction in sales cycle length is not just a velocity win. It is a signal that the right message, reaching the right stakeholder at the right stage, removes the friction that keeps enterprise deals stuck.
