We run a four-week diagnostic that gives B2B SaaS leadership one evidence-backed answer to the question that decides everything else in revenue: who should you actually be selling to?
A four-week, evidence-backed engagement that translates ICP clarity into measurable pipeline movement across sales, marketing, and customer success. Three things change immediately — and compound from there.
When sales is working on ICP-fit deals, win rates rise and cycles shorten — often meaningfully within a quarter. The pipeline gets smaller, the close rate gets sharper, and the forecast gets honest.
ICP-fit customers expand at multiples of out-of-ICP customers, and churn at fractions of the rate. Net revenue retention isn't a CS problem — it's a targeting problem that shows up in CS.
Reps know who to chase and who to disqualify. Marketing spend lands where your ICP actually buys. New AEs ramp faster against a sharp profile. The same team produces measurably more revenue.
The research is unambiguous — and it points to a different root cause than most leadership teams are addressing. Three things B2B SaaS teams routinely believe, and what the data actually shows.
"We know our ICP."
You have a slide. The customers who actually close, expand, and renew often don't match it. Most ICPs were defined early, never re-validated against closed-won data, and have quietly drifted out of date.
"Win rate is a sales execution problem."
82% of executives believe their sales and marketing teams are aligned on who they're selling to. 65% of the people doing the work disagree. The gap between those two numbers is where pipeline gets misallocated quarter after quarter.Forrester, 2024
"Sales and marketing agree on who we sell to."
Only 8% of B2B companies achieve genuine sales-marketing alignment. Ask the two teams separately — the answers rarely match. The cost shows up in lead rejection rates, blame loops, and stalled pipeline.Forrester, 2024
Different starting points, same engagement. The four-week ICP Growth Diagnostic is built to meet leadership teams wherever they are on the curve.
For leadership teams who suspect their ICP has quietly drifted out of date.
Win rate is softer than it was. Pipeline is harder to forecast. Certain segments are flying, others grinding. The ICP your team is targeting against may no longer match the customers who actually close, expand, and renew.
See how it works →For companies where the friction between teams is becoming the bottleneck.
Marketing says the leads are good. Sales says they're not. The two teams are working from different definitions of "ideal." Pipeline gets misallocated, board reviews go in circles, and leadership can feel the cost without naming the cause.
See how it works →For teams entering a new growth phase who need confidence in the foundation.
Post-funding, pre-IPO, new CRO, or a planned market expansion. The ICP that got you here may not be the one that gets you there. External validation, run against your data and your losses, before the next phase of investment.
See how it works →If the description below isn't yours, we're probably not the right fit — and we'd rather know that on the first call than the fourth.
Anonymized at client request. Outcomes are the actual numbers.
"We thought we had an onboarding problem. We actually had an ICP problem."
A field operations software company was struggling with customers who closed, then failed to onboard and churned quickly. Win-data analysis paired with customer interviews surfaced the real pattern: the issue was concentrated among smaller businesses where owners worked in the field and couldn't complete desktop-heavy onboarding tasks. Refining the ICP shifted the targeting upmarket.
"We had three companies' worth of opinions about who our customer was. Now we have one."
A series of mergers and acquisitions left a SaaS company with a fragmented product portfolio, misaligned teams, and an ICP that meant something different to everyone. ICP research cut through the internal noise by identifying the buyer who would actually purchase the full stack — giving sales and marketing a shared definition to work from.
A direct conversation about your pipeline reality and what's getting in the way. If the diagnostic is what you need next, we'll tell you. If it isn't, we'll tell you that too.
Book a 30-minute callWe'll discuss your current challenge to determine whether we can help solve it. If we can't, we'll tell you that too.
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