Each ran on the same terms: nothing upfront, a two-week pilot, settlement against measured results. Client names are published as consent lands — the processes, systems and scope below are the real record.
A B2B services firm with nine people in sales, running outbound across four stitched-together subscriptions, stuck in the low double digits of meetings a month.
Purchased prospect data nobody cleaned, sequence templates untouched for three years, replies read a day late. Half the team's time went into moving records between tools, and the actual conversations were the thing getting squeezed.
A distribution business, twenty-odd CRM seats paid for three years running, while the sales team still tracked deals in spreadsheets and the forecast was rebuilt by hand every month.
The CRM was always behind, because updating it was extra work for the people it measured. Management's reports didn't match reality, so nobody trusted them, so nobody updated the CRM — the loop had been running for years.
A manufacturer seven years into its ERP, still re-keying between quote, order and invoice, and still closing the month on overtime.
The ERP wasn't the problem — the gap between it and reality was, and people were filling that gap. PDFs read by hand, exceptions chased by hand, and every process change queued behind a change request measured in quarters.
The processes, systems and delivery timelines above are the real record. The revenue and savings figures go public only once the client has signed off on both the definition and the disclosure — the same standard we invoice against: measurable, traceable, agreed by both sides.
If you need the full figures before deciding, we'll walk you through a complete review of the closest case under NDA.
Bring one process and one set of software invoices. Ninety minutes later you have a written pilot scope with a baseline and a definition of success.