CLIENT SUCCESSES
Impactful teams. Proven results.
How I helped Overpass lift its conversions
by 300% — and reduce churn from 20%+
to below 9% — within 7 months
The shift:
Sales-Led Growth → Product-Led Sales Growth
The Challenge
Overpass suffered from a lack of alignment between Product and Sales: the sales team used messaging which didn’t reflect the product capabilities — or its long-term use cases. This led to customer dissatisfaction and high churn. The company relied on a sales-led growth strategy, which intensified the need for a solution.
The Solution
A product-led sales growth strategy.
Despite initial resistance, I was able to convince Overpass' sales department of the merits of a product-led approach by demonstrating its enormous potential to boost conversions — and retain customers long-term.
The next step was removing barriers and drawing all team members — not just leaders — onto the same page. Their existing process had managers relaying information to and from other managers. I collaborated closely with Product and Sales leaders to establish common ground — and align everyone with the organizational objectives. Bridging the gaps was crucial, and I empowered team members to interact freely.
To build better communication patterns, I ensured sales managers and top performers participated in specific product development meetings to get firsthand insights. Similarly, Product team members became more involved in sales meetings, gaining a deeper understanding of the challenges faced by sales reps. This heightened level of collaboration fostered a new openness among the teams.
The Outcome
Thanks to our efforts, Sales shifted their approach, focusing on guiding customers through the product journey instead of doing everything for them.
Likewise, Product adapted their data collection methods, leading to significant enhancements in user experience (UX) and the resolution of previously unaddressed challenges.
The impact was staggering: monthly conversions surged by 300%, and the churn rate fell from over 20%+ to under 9% — within seven months.
At the same time, Net Promoter Score — a key customer satisfaction metric — soared to 60, demonstrating rapidly growing customer satisfaction. Both customer support and sales teams similarly reported increased positive feedback, underscoring customer approval of this collaborative, product-led sales growth strategy.
How I helped Milliard Brands move from inefficient manual operations to tailored processes with a quarterly roadmap — enhancing efficiency, transparency, and productivity across all teams
The shift:
Manual operations → Carefully structured processes and increased overall output
The Challenge
The company found itself stuck in manual mode: sales and logistics were tracked via static spreadsheets — and these sheets were not shared across departments, leaving other teams in the dark about key data and metrics. The lack of cross-departmental transparency prevented the whole company from working quickly and efficiently.
The in-house development team had little defined structure or prioritization, so no one knew what had to be done and when they had to do it. This led to dozens of unused deliverables and a not-so-small amount of tech debt, which slowed reporting and overall productivity.
The Solution
Starting with the CEO and upper management, I helped clarify the organizational goals and disseminate them throughout every department. With this vision in the background, I worked with each department head to create narrow department goals — and gain a better understanding of how they work with their teams and what their dependencies looked like. Then, I collaboratively established specific processes for prioritization, a quarterly roadmap framework that was shared across departments, and an enhanced system for leveraging their Business Intelligence (BI) tools.
The Outcome
The newly implemented processes created visibility and accountability throughout the organization, which ultimately increased overall output of department deliverability at a reduced cost — and increased profit margins.
How I helped a 90-employee HR tech company integrate with an outsourced remote company so they worked as one
The shift:
Fractured teams and poor communication → Cohesive, impactful, efficient teams.
The Challenge
To increase output and impact, this privately-held company outsourced a fair portion of its work to a remote product development team. While the outsourced team’s output was acceptable, it kept missing the mark. Plus, there was little collaboration between the teams. This created siloes throughout the product development department, affecting the quality of deliverables — from both impact and technical perspectives.
The Solution
A major culture shift was needed: the in-house team and outsourced team had to work as a unified entity.
I facilitated this change by…
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Working closely with leaders to ensure that
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both in-house and outsourced team members felt equal in terms of their contributions and standing within the company.
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the same language was used to refer to outsourced and in-house members, to ensure inclusion.
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Working with the outsourced team to remove terms like “the client” or “the project” when referring to their work or stakeholders within the company.
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Encouraging managers to ensure that relevant data was equally disseminated to all team members and not forgotten.
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Revamping the work structure to create both
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mixed teams in which in-house and remote members collaborated.
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teams with cross-functional expertise, in which designers and developers worked alongside QA agents.
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Working with team leaders to create processes around time-zone differences.
The Outcome
The outsourced team became fully culturally integrated into the company. Both teams better understood their customers and the problems they were having, which led to higher-quality output — and fewer bugs per product release.
They also gained significant agility in their day-to-day work. Importantly, they moved from quarterly release cycles to weekly release cycles — an acceleration that allowed them to achieve far more rapid growth.