20% Annual Growth After Three Flat Years

The Situation

This was the world's largest sales training company, built on a legendary methodology that had revolutionized complex B2B sales. But growth had stalled for three consecutive years.

The brand was universally recognized—virtually every VP of Sales in America knew the name. But recognition wasn't translating to revenue. The brand felt dated, associated with selling approaches from a previous era rather than contemporary sales challenges.

The PE owners needed to either fix the growth trajectory or prepare for a disappointing exit.

I joined as CMO to apply the thought leadership playbook I'd proven elsewhere. But the real breakthrough came from somewhere unexpected.

The Approach

Everyone inside had opinions about what needed to change—methodology updates, delivery formats, pricing strategies. All focused on the product itself.

Nobody had talked to buyers.

Voice of customer research revealed something that changed everything: enterprises were implementing their first CRM systems and they were failing. Not the technology. The problem was they had no standardized sales process. Every rep sold differently. There was

nothing consistent to configure.

This was the firm's perfect opportunity. The methodology was exactly what organizations needed to standardize their approach for CRM rollouts. But we were positioned as a training company, not a CRM implementation partner.

We repositioned completely. Created an HBR-quality publication focused exclusively on sales performance. Connected our methodology to the urgent problem buyers were actively experiencing. Targeted CRM implementation initiatives where the pain was acute and budgets were substantial.

The Impact

20% annual growth after three flat years. Deal sizes transformed from training programs to multi-year enterprise transformation engagements. New buyer relationships opened with CIOs and transformation leaders, not just VPs of Sales.

Successful exit for PE investors driven by restored growth trajectory and fundamentally improved business model.

The Lesson

Buyers don't buy capabilities. They buy solutions to urgent problems.

The methodology hadn't changed. What changed was connecting that capability to an urgent problem buyers were actively experiencing. Voice of customer research isn't marketing—it's strategic intelligence that reshapes everything.

Everyone has opinions. Winners listen to buyers.