Sales team from scratch: 3.2× revenue growth

Situation

A B2B SaaS company with ₽60M in annual revenue had grown on the strength of its product, yet 95% of its income came from a single customer category. The entire sales motion depended on the founder, which capped further growth. The company needed to build a professional sales organization and diversify its revenue base.

Diagnostic and approach

The company had grown thanks to the appeal of its product, but it had no professionalized sales system. The mandate was clear: hire an experienced head of sales; design a structured sales process; build a team of account executives; and stand up the supporting infrastructure (CRM, sales pipeline, metrics).

Solution

Hiring a head of sales

We recruited a seasoned professional with experience inside Y Combinator portfolio companies and a deep knowledge of the market. The offer paired a competitive salary with attractive equity. The remit: show the organization how to sell professionally.

Defining the target market

Rather than trying to sell to everyone, we focused on two core segments: SaaS companies with ₽100M–1B in revenue and digital agencies. These companies have clearly defined needs that the product addresses directly.

Building the sales process

We designed a standard cycle: lead generation → discovery call → demo → proposal → negotiation → close. Each stage has clear exit criteria, making revenue predictable.

Hiring and training the team

We hired four account executives and one business development representative, and trained them on industry best practices. Each AE owns a defined account list and a personal pipeline.

Infrastructure: CRM and metrics

We rolled out Salesforce to track every deal. Weekly pipeline reviews, win/loss analysis, and continuous monitoring of key conversion metrics rounded out the system.

Outcome

In the first three months, revenue rose 50% to ₽90M a year. Over nine months it grew 3.2×, reaching ₽192M a year. The sales pipeline now stands at ₽150M, giving clear visibility into future growth. CEO time spent on sales fell from 70% in the first month to 30% as the team matured.

We build sales organizations as part of systematic revenue growth engagements.