The starting point
The brand was respected by engineers and invisible to economic buyers. Sales cycles ran 12 to 18 months, marketing was measured in trade-fair leads, and none of it connected to revenue.
The mandate: make marketing a predictable source of pipeline without breaking what the sales team already trusted.
What I did
Reposition around outcomes. New messaging built on throughput, uptime and cost per pick, not machine specs.
Rebuild the funnel as ABM. Named-account plays for the 120 accounts that matter, instead of volume lead gen.
Wire marketing to revenue. Every touch tracked into CRM; reporting moved from MQLs to pipeline contribution.
Enable sales to close. Case-led content mapped to each deal stage, co-owned with the sales team.
What changed
Within four quarters, marketing became the most predictable pipeline source in the business, and kept its seat at the revenue table.
“Marketing stopped reporting activity and started reporting pipeline. That changed every conversation with the board.”
Managing Director · Intralogistics client