0%
SDR-booked meetings accepted by executives.
CLIENT CASE · CONVERT · ENTERPRISE TAX TECHNOLOGY
Presales improved quality before adding headcount: closer acceptance of meetings rose from 50% to 85%.
A tax technology company with R$75 million in annual revenue and a target of R$110 million the following year tripled its presales team while inside-sales and presales coordinator roles remained vacant. Executives rejected half of all scheduled meetings. In six months, Leverage Now gave presales one qualification standard, a service-level handoff, and segment-specific cadences. Quarterly new revenue grew 69%, and the target no longer depended on hiring more SDRs.
- Industry: Tax technology, enterprise software.
- Focus areas: Convert.
- Engagement: Six months.
- Reference product: Leverage Unlock.
R$6.5M → R$11M new revenue contracted per quarter—arr
De R$ 6.5M para R$ 11M.
ANONYMIZED CLIENT CASE. Metrics reflect progress recorded during the stated project period.
Highlighted results
0%
Missed demonstrations.
0%
Meeting-to-proposal conversion.
0%
Proposal-to-close conversion.
110 days → 82 days
Sales cycle.
60 → 125
Qualified meetings per month.
R$2,900 → R$1,500
Cost per qualified meeting.
R$22M → R$41M
Qualified pipeline.
±30% → ±10%
Quarterly forecast error.
R$6.5M → R$11M
New revenue contracted per quarter—ARR.
Os indicadores refletem a evolução registrada no projeto durante o período informado.
Starting point and challenge.
SDRs, LDRs, and BDRs joined from August onward, each with a different cadence and definition of a qualified meeting. Executives rejected or disqualified half of all handoffs in the first conversation, and 30% of prospects missed the demonstration.
The challenge
Cost per meeting rose, executives spent time on poor-fit conversations, and a pipeline inflated with unqualified opportunities produced 30% forecast error. Leadership responded to the target by hiring more SDRs, which amplified the problem.
The four methodology areas and five risks pointed to Convert as the priority.
APPROACH
From prioritization to execution.
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Diagnosis and prioritization
We measured all four methodology areas. Deliver implemented in 60 days and had capacity for the target, Retain had 115% net revenue retention, and Attract generated enough leads if they could be converted. The leak was in presales.
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One standard, one handoff
We defined a qualified meeting through fit, pain, decision-maker, and timing; added a CRM handoff form; required executive acceptance or reasoned return within 24 hours; and changed SDR targets and compensation from meetings booked to meetings accepted.
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Cadence and operating rhythm
Industry-, retail-, and services-specific cadences used 8 to 12 touches, opening scripts, demo confirmation within 24 hours, weekly stage-level pipeline review, and daily activity and conversion reporting by SDR. The sales head led on an interim basis until both coordinators joined in months two and three.
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Scaling with quality
A 30-day ramp, an LDR playbook for account enrichment and prioritization, and stage-level targets derived from the annual goal connected accepted meetings, proposals, and contracted revenue.
What changed during the period.
Once SDRs were measured by accepted meetings, poor meetings stopped carrying value. Acceptance rose by 35 points, while 24-hour confirmation more than halved no-shows. With more executive capacity, meeting-to-proposal conversion increased and the sales cycle shortened by nearly a month. A clean pipeline reduced forecast error to 10%, and cost per qualified meeting almost halved. The two coordinators inherited an established cadence and dashboard, and R$11 million in quarterly new revenue put the annual target within reach without another presales hire.
What changed in practice.
Antes
- Before
- Each SDR had a different cadence and meeting standard
- SDRs measured by meetings booked; half rejected
- Inflated pipeline; 30% forecast error
- Response to the target was hiring more SDRs
- Inside-sales and presales coordinator roles vacant
Depois
- After
- One standard, CRM handoff, and executive acceptance within 24 hours
- SDRs measured by accepted meetings; 85% acceptance
- Clean stage-based pipeline; 10% error
- Target achievable with the existing team and a 30-day ramp
- Both joined in months two and three to lead established routines
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