Moving past founder-led selling
Early revenue nearly always comes from the founder. They know the product, believe in it and can handle any conversation it produces. That works until the founder becomes the constraint, because nobody can prospect, build, close and run a company all at once.
The usual fix is to hire an SDR and hand them the founder's job. It rarely works, because the founder was succeeding on knowledge and instinct that nobody ever wrote down.
The first step is turning that knowledge into a playbook that shows which segments respond, which objections come up and which framing gets a buyer interested. That research comes before any hiring.
Our SaaS campaigns
Early stage, Revcat in London
A small B2B SaaS team where every sale depended on the founder. The campaign landed its first outbound client in week one, then produced 49 meetings and 380,000 dollars of pipeline opportunities, and outbound selling no longer depended on the founder. Read the Revcat case study.
Enterprise, Easygenerator in Rotterdam
An established eLearning platform targeting senior L&D buyers in companies with more than 10,000 employees. The campaign booked twelve enterprise meetings with C-suite and VP-level buyers. Enterprise outbound works differently, with fewer accounts, more research on each, longer cycles and a buying group to win over. Read the Easygenerator case study.
Agency to SaaS, Outbox AI in Perth
An AI agency moving into SaaS, where scattered email activity became a repeatable process that supported the change in business model, with 111 qualified leads and 12 new clients in three months.
Segment before scale
The most common and expensive mistake in SaaS outbound is adding volume before knowing which segment converts. Activity numbers rise, so it feels like progress, while the campaign piles up data about a market that was never going to buy.
We define a bounded market first. That covers an ideal customer profile drawn from the customers you already win, priority sectors and regions, and a clear list of exclusions. Volume only makes sense after that.
Outbound alongside product-led growth
Companies with a self-serve product often assume outbound is not for them. The two work well together. Self-serve signups show which companies already have people using the product, and that is one of the strongest buying signals you can bring to a conversation with the budget holder.
Those accounts are already warm, so the outreach should open by acknowledging that the product is in use.
How the engagement runs
Every programme follows the same four stages. Nothing starts until the market is defined, and nothing goes live until you have approved the positioning.
Weeks one and two, strategy and build
We interview your team, study your offer, listen to recorded customer calls and review your sales material, then build the playbook. At the same time we define the addressable market, including the ideal customer profile, priority sectors and regions, and the companies to exclude. Infrastructure and data are set up while the SDR trains.
Week three, go live
Most campaigns start calling and emailing in week three. By then the scripts have been tested through role play, call listening and live coaching. Qualified meetings can start from launch.
Ongoing coaching and improvement
A manager coaches your SDR three times a week. Calls are recorded with AI-generated notes, so you can listen to your market directly. Every reply and objection feeds back into targeting and messaging.
Reporting you can use
You see which roles, regions and messages convert, which competitors come up, which objections repeat and where buyers push back on price. Clients often find that information as valuable as the meetings.