Doubling EBITDA & Scaled Revenue By 37%

Industry

Technology

Challenge

Revenue stalled at $8M despite high activity levels. The commercial engine operated as disconnected functions rather than integrated systems. Offers lacked structure, pricing rules did not exist, and sales pursued volume without ICP discipline. Messaging emphasised features over outcomes. Outreach depended on individual effort without systematic cadence. The firm required structural intervention.

Results

Revenue grew 37.5% to $11M in 8 months. EBITDA expanded from 18% to 32%, adding $1.97M profit. Sales cycle reduced 21%, proposal efficiency improved 30%, forecast accuracy reached ±5% variance.

Key Product

RevFrame - Revenue architecture module (offer structure + pricing model), GTM Engine - Go-to-market systems module (ICP + messaging + outreach)

$3M+

Revenue Growth

$1.97M

Profit Improvement

14%

Margin Expansion

21%

Sales Cycle Reduction

A founder-led professional services firm operating at $8M annual revenue with a 23-person team. The company provides operational capabilities and consistent client delivery across multiple service lines. Market opportunity existed, but commercial systems had not scaled proportionally with operational capacity.

The Challenge

Revenue stalled at $8M despite sustained market activity and operational tempo. The commercial engine operated as a collection of disconnected functions rather than integrated systems under unified leadership control.

Structural Breakdown Across Five Critical Areas:

Offer Architecture: No canonical service structure existed. Every engagement required custom scoping, reducing sales velocity and compressing margins through one-off exceptions. Delivery teams lacked standardised components. Proposals varied by salesperson rather than client need. Expansion pathways remained undefined.

Pricing Discipline: Pricing rules did not exist. Discount patterns emerged without governance. Ad-hoc payment terms proliferated across deals. Unit economics remained unmeasured. EBITDA compressed to 18% through margin leakage. Finance lacked forecast quality from inconsistent deal structures.

Market Targeting: ICP definition absent. Sales pursued inbound volume rather than highest-LTV segments. Pipeline composition drifted toward lower-value opportunities requiring equal effort. Qualification criteria undefined. Pursuit decisions made opportunistically rather than strategically.

Commercial Positioning: Messaging emphasised service features rather than client outcomes. Value propositions lacked operational specificity. Competitive differentiation unclear. Proof points scattered rather than systematised. Authority established late in sales conversations.

Execution Cadence: Outreach depended on individual effort without systematic rhythm. CRM governance weak. Stage discipline undefined. Follow-up reliability inconsistent. Pipeline reviews lacked objective triggers. Forecast accuracy poor.

The firm captured extensive operational data but lacked performance measurement systems that drove decision-making. Leadership capacity concentrated on delivery execution rather than commercial architecture. Growth required structural intervention, not incremental optimisation or increased activity levels.

The Solution

Konstellis deployed a fixed-fee engagement combining RevFrame and GTM Engine modules over three months, delivering complete commercial system architecture from design through implementation.

Phase 1: Revenue Architecture (RevFrame)

Konstellis consolidated all service variations into a three-tier offer framework aligned with delivery capacity and client sophistication. Each tier established explicit scope boundaries, acceptance criteria, and expansion pathways. Deliverables mapped to capacity units, bespoke elements removed from base tiers, and dependency sequencing enforced between strategy and execution components.

The pricing model installed contribution-based logic with structural guardrails. Each tier priced from unit economics, complexity buffers, and target margin ranges. Complexity bands established corresponding buffer rates. Risk buffers applied before margin calculation. Payment terms aligned to cash flow protection. Discount windows narrowed with clear approval thresholds. Renewals and expansions priced from value ladder rather than negotiation patterns.

Phase 2: Market Systems (GTM Engine)

Konstellis segmented the addressable market by delivery fit, buying authority concentration, urgency indicators, and historical margin performance. Built decision matrix covering business model, scale, urgency, technology posture, and budget authority. Defined disqualification signals that halt pursuit. Tightened geographic and account size parameters. Established lead scoring aligned to qualification criteria.

Rebuilt all positioning around client outcomes and competitive advantage delivery. Created outcome-focused narrative for each service tier. Mapped objection patterns to evidence-based proof points. Integrated performance metrics into call scripts and email sequences. Removed firm self-reference from diagnostic content. Enforced headline discipline across all client-facing materials.

Implemented cadence-driven outreach framework with CRM governance. Sequenced multi-channel touchpoints. Linked stage progression to objective triggers. Enforced follow-up service level agreements. Standardised meeting preparation materials. Gated proposal delivery by tier qualification rules. Established weekly pipeline health review cadence. Locked quarterly resets with forward performance targets.

The firm maintained full accountability for internal team coordination, decision velocity, access to operational data, CRM hygiene, and weekly governance participation. Konstellis provided strategic design and complete implementation delivery. All systems transferred to client operation at engagement completion.

The Results

Revenue grew 37.5% from $8.0M to $11.0M, adding $3.0M in new revenue. EBITDA expanded from $1.44M to $3.41M, increasing margin from 18% to 32%, a 14 percentage-point improvement that added $1.97M in annual profit. Pricing capture improved 14% per engagement through disciplined margin protection and reduced discounting variance.

Operational Performance: Sales cycle duration decreased 21% through systematic qualification and standardised proposal components. Proposal volume per closed deal improved 30%, reflecting ICP precision and pursuit discipline. Pipeline forecast accuracy reached ±5% variance by month three, enabling reliable resource planning and capacity allocation.

System Performance: Commercial execution transitioned from founder-dependent activity to team-executed systems. Leadership established unified operating rhythm across sales, delivery, and finance functions. Growth councils and weekly pipeline governance meetings created systematic performance visibility and decision coordination. The firm achieved controllable, repeatable, and scalable growth architecture.

Strategic Outcome: The commercial engine now operates as integrated systems under unified leadership control. Offer clarity, pricing discipline, ICP precision, outcome-focused positioning, and cadence-driven outreach function as coordinated commercial architecture rather than independent activities. Growth compounds without proportional capacity strain. Revenue generation became predictable rather than opportunistic.