Details anonymised at client request.
Business Situation
The company had built a successful sales team around a shorter-cycle SMB product. However, the launch of a new enterprise offering introduced longer sales cycles, procurement reviews, technical evaluations, and multi-stakeholder buying processes that the existing structure was not designed to handle. Enterprise opportunities were entering the pipeline but consistently stalling during technical validation, procurement, and legal review stages.
What the Consultant Did
An independent sales transformation consultant redesigned the sales structure around the requirements of enterprise SaaS selling. The engagement included creation of a dedicated enterprise sales function, implementation of a solutions consulting layer, redesign of compensation structures, development of a customer success capability, and rollout of a structured enterprise sales process covering technical validation, procurement navigation, and stakeholder management. Particular focus was placed on aligning incentives, pipeline management, and technical support capacity with longer enterprise sales cycles.
What Changed
The revised structure improved enterprise pipeline quality, reduced technical validation bottlenecks, and created clearer ownership across the enterprise sales journey. The company also established a more sustainable operating model for managing longer-cycle B2B SaaS opportunities alongside its existing SMB motion.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
Enterprise pipeline doubled in Q1 following the restructure
Three enterprise deals closed within four months
Dedicated solutions consulting layer implemented
Enterprise sales process standardised across teams
