Case Study · B2B SaaS
Revenue Operations Transformation at a Series B SaaS Company
The Challenge
A Series B SaaS company had grown to $18M ARR through founder-led sales, but was experiencing declining win rates, forecast misses of 30%+, and increasing churn. Sales, marketing, and customer success were operating as separate silos with incompatible data models and no shared definition of a qualified opportunity. The CEO had hired a new CRO who needed to build a repeatable revenue engine — fast.
Our Approach
Diagnostic
We spent the first three weeks conducting structured interviews across sales, marketing, CS, and product — and auditing the existing tech stack, data flows, and pipeline data. We identified five critical failure points: no agreed ICP definition, three conflicting lead scoring models, a CRM setup that didn't reflect the actual sales process, CS handoffs happening at contract signature rather than value delivery, and no shared revenue forecast.
Revenue Infrastructure Rebuild
We redesigned the revenue data model from the ground up — a single ICP definition agreed by sales, marketing, and CS leadership; unified stage definitions reflecting the actual buyer journey; a lead-to-close-to-expand lifecycle model built in the CRM; and a forecasting model with defined confidence levels and pipeline hygiene requirements.
Cross-Functional Alignment
We facilitated a series of working sessions between sales, marketing, and CS leadership to align on shared metrics, shared language, and shared accountability. This included redesigning the marketing-to-sales handoff, the sales-to-CS handoff, and the monthly business review cadence to surface risk early.
GTM Motion Refinement
With a clean data foundation in place, we helped the CRO redesign the inbound and outbound motions — redefining target segments, adjusting messaging by persona, and restructuring the SDR-to-AE handoff. The revised GTM motion launched in month four of the engagement.
The Outcome
Twelve months after the engagement began, the company had grown ARR by 47%, forecast accuracy had improved from 68% to 91%, and net revenue retention had risen from 98% to 114%. The CRO subsequently built out the RevOps function with an internal hire, using the operating model and documentation HornToad Group had developed.
“HornToad Group didn't just hand us a strategy deck — they rebuilt our revenue infrastructure from the ground up. They understood both the technical side of RevOps and the organizational dynamics that make or break these programs.”
— Chief Revenue Officer, Series B SaaS Company
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