I recently finished a really interesting project for a tech company.
The new co-CEO owners don't mind me writing about this anonymously and actually said I should do so.
The company - let's call them Kow Co - had suffered from a flatlined growth profile for three years. At first, people were quick to say AI and the political environment had done this.
But on interviewing their top 20% spending client base and look-a-like prospects, it turned out there were many challenges with key client communications. None of it was to do with the political landscape. A small amount AI, but not really.
Clients were pissed off that they'd asked for things and no one had even acknowledged the ask.
There were deal opportunities of more than £10m on the table they'd been asked to bid for by the client, but the sales leaders (who are no longer there) hadn't followed up as they'd already hit target - and it was out of their remit.
This company is actually brilliant on technology. But the best engineers were not getting any time with the decision makers to get them excited.
So the story wasn't getting through and the client was only seeing sloppy sales form with poor organisation. Technical capability wasn't to blame, but it wasn't getting any airtime.
The company was also unclear if it was a sales, engineering or delivery-led one.
It's okay to be any of these, but you need to know.
In fact - yes a few things had shifted from initial AI perceptions for the client. And they could ramp down their offshore activity. They could dismantle low-quality body shops.
But they still needed high quality outcomes now they had taken matters into their own hands on AI builds etc. At first everyone gets excited about what AI can build. But not for long.
We did a lot of work on reorganising who spoke to the client and what was said. We built them a workshop roadshow to showcase the best innovation this company had, which was truly impressive.
And then we repackaged them entirely. New message, new go to market and a completely different approach to selling. Better engineers speaking to clients asking questions. Value-led, problem solving and helpful.
We used really bold, clear communications and built brilliant roadmaps to show the clients how they benchmarked or baselined in certain areas.
This was not an overnight change, but over six months this team looks pretty different and has landed four deals of significant value that represent a material part of the P&L for the year across Europe. I made a number of key introductions for them.
I don't talk too much about the projects I do because so many of them are sensitive, but in this case I am grateful to the leadership team for encouraging me to do so. Their kindness over a tough period for them stands them out as modern leaders poised for success in AI and technologies in their industry.
The Proposition
If your growth has flatlined and the problem is either how you show up to clients or the way you tell your story, you can fix it. I help tech and B2B companies align their story to customer demand and get their teams performing at their best.
Reply to the email or book a call today and let's look at what is really going on: https://calendar.app.google/Vqyk2Htw3ihF5uu67