Leadership had diagnosed a marketing performance problem. Separate conversations with the teams surfaced something more basic: nobody owned any specific stage.
Measured outcomes
1 January 2026 to 30 June 2026 · confirmed by the firm’s managing director [SAMPLE DATA — replace before publishing]
| Metric | Before | After | Source and window |
| Meetings booked, monthly | 4 | 14 | Client CRM pipeline report · Jan–Jun 2026 |
| Stage conversion rate | 18% | 31% | Client CRM, qualified to proposal · Jan–Jun 2026 |
| Sales cycle length | 47 days | 29 days | Client CRM, created to closed · Jan–Jun 2026 |
What the client was dealing with
A legal services firm was not generating leads or engagement and had framed it as a marketing problem. Marketing was the visible symptom.
There was no defined go-to-market motion. Effort was uncoordinated, handoffs were informal, and no stage had a named owner or a response expectation. Individual people were working hard on work that did not connect to anything.
How the engagement ran
01 Discover
Detailed conversations first with the heads, then separately with the delivery teams. The gap between those two accounts was the finding.
02 Diagnose
Asked why five times and landed on ownership rather than activity. Adding campaigns to an unowned pipeline produces more unowned pipeline.
03 Design
Mapped the GTM workflow, defined the support services within it, and set expectations for every role and stage.
04 Deliver
Implemented the workflow in their CRM with stages, fields, routing and response expectations that matched how the firm actually worked.
05 Develop
Trained the teams on the process and ran the first review cycles with them until the rhythm held without us.
06 Demonstrate
Reported on meetings, stage conversion and cycle time, which made the operating change visible to leadership in commercial terms.
Client quote
[REPLACE] Two sentences from the client: what was broken before, and what changed. Name, job title, company or description if anonymous.
Engagement detail
| Field | Detail |
| Sector | Legal Services |
| Market | United States and India |
| Duration | Six months |
| Services | GTM workflow design, CRM process, team enablement |
| Systems | Client CRM pipeline reporting |
| Handover | Firm running the documented process independently |
Campaigns cannot fix an ownership gap
If nobody owns a stage, adding volume to it makes the problem more expensive.
Client anonymised at the client’s request. Figures drawn from the source systems named above, against a stated baseline and date range.
