A revenue engine running below its potential
Before the pilot, OMRT faced the problems every scaling SaaS team knows: fragmented ICP definitions, inconsistent sales process, and low CRM data quality. The win rate sat around 19%, deals took roughly 91 days to close, and the team was booking just ~5 meetings a month.
They didn’t need another dashboard confirming they had a problem. They needed it fixed — the ICP unified, the process standardized, and the pipeline value being left on the table actually recovered.
Unify, score, act — on every deal
Unified the ICP
One scored definition of a good-fit deal, applied consistently across the entire pipeline.
Standardized the process
Every deal run through the same qualification and stage discipline — no more ad-hoc selling.
Coached every rep
Pre-call briefs, post-call debriefs and MEDDIC-gap nudges on each open opportunity.
Recovered stalled pipeline
Re-engagement and recovery plays fired the moment a deal went quiet.
Before vs. after
| Metric | Before | After | Change |
|---|---|---|---|
| Win rate | ~19% | 25% | +31.6% |
| Days to close | ~91 days | 68 days | −25.8% |
| Meetings / month | ~5 | 70+ | +1,300% |
| Qualified pipeline | baseline | +€11.9M | +300% QoQ |
| CRM data captured | baseline | +30% | richer intel |