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More pipeline, better qualified, and far less of it done by hand

We work out who actually buys from you, find every company like them, and spot the moment one is worth contacting. Then we build the system that reaches them, by email, by phone, in the ads they see and the content they find, and keep what is already in the pipe from going quiet.

Your team opens the week with a list worth calling, instead of a list.

Recognise the shape? 25 minutes is enough for both of us to know whether this is worth your time.

Request a Fit Call

01What we do

Five things, in order.

Each one is a job in itself, and each one is somewhere this commonly breaks. What makes the difference is having all five connected, so the answer to one feeds the next.

5 stepsin order · tap a step, or read them through

Work out who buys from you

Step 1 of 5

Work out who buys from you

Most companies have a strong hunch and nothing written down. We go through what you won, what you lost and your best accounts and find what they genuinely have in common. It is almost never the industry code and the headcount everyone filters on. It is more often something you could have observed: a wholesaler whose webshop is only used by its smallest customers.

The written version of that has a name. It is called an ideal customer profile, an ICP, and most companies are running without one.

What changes: you stop spending money reaching 9 companies that were never going to buy.

Everyone in the building has an opinion about who your best customer is. Nobody has the sentence.

How it works

  1. read what you won, what you lost and your best accounts
  2. interview the people who sold them, because the pattern is usually in their heads and not in the CRM
  3. find what the winners share that the losers do not, which is rarely the industry code or the headcount
  4. test it against the deals you lost, because a profile that only explains your wins explains nothing
  5. write it as rules a person can apply, not adjectives
  6. agree it with whoever can settle an argument between sales and marketing

What changes

One written answer to "who is this for", which everything after it depends on.

What you hold at the end of Plan

You know your win rate. You do not know your losing pattern.

How it works

  1. go through the opportunities you lost
  2. sort the reasons into what happened, rather than what somebody typed into the closed-lost field on the last day of the quarter
  3. look for the pattern by segment, by persona, by competitor, by the stage it died in
  4. feed that back into who you target and what you say
  5. and flag the ones lost for a reason that has since changed, because those are the warmest names you already own

What changes

You stop repeating a loss you have already had 11 times, and you get a re-engagement list out of it.

What you hold at the end of Plan

Step 2 of 5

Find every company that matches

Then we find all of them. Not a bought list. Your market mapped company by company against that profile, using whatever data covers your market. For some industries that is a standard provider. For staffing, wholesale or specialist contracting the good data is somewhere obscure, and we go and get it.

What changes: you know how big the opportunity really is, and exactly who is in it.

The termtotal addressable market

"How big is this really" usually gets answered with an analyst number that has nothing to do with your business.

How it works

  1. start from the written profile, never from a category
  2. find every company that could match, from whatever source covers your market, which for some industries is a standard data provider and for others a trade register, an association membership list, a permit database or a job board
  3. fill in what is missing: what they run, how many sites, who holds the budget, whether they are growing
  4. validate each one against the profile and throw out what does not hold
  5. write it back somewhere your team can work from

What changes

A number you can defend, and a list underneath it.

What you hold at the end of Plan

Your team has worked the same 40 accounts for three years.

How it works

  1. put your own CRM next to the mapped market
  2. sort every company into one of four: a customer, an open deal, someone you spoke to once, and never touched at all
  3. rank the never-touched by how well they fit and how much they are worth
  4. split it by person or by territory so it is somebody's job rather than everybody's

What changes

The part of your market you were not competing for becomes a list with names on it.

What you hold at the end of Plan

Step 3 of 5

Know the moment one of them is worth contacting

A company that matches is not a company to call today. Something has to change first. They hire for a role that only exists when they have your problem. Someone who knew you at their last job turns up there.

What changes: your team calls 12 companies with a reason, instead of 200 without one. That is the difference between a good week and a busy one.

The termbuying signal

You have 4,000 companies that could buy from you and no way to tell which 12 matter this week.

How it works

  1. watch your accounts for change
  2. a role posted that only exists when they have your problem, hiring picking up, funding, a second site, a new manager, a change in what they run, something in the news
  3. decide which of those mean something for you, because most do not
  4. find the person there who would care
  5. gather what is worth knowing about it
  6. rank it against everything else waiting
  7. put it in front of the right person with the reason attached

What changes

Your team stops choosing who to call from memory.

What you hold at the end of Build

The warmest lead you will get this quarter is a person, not a company.

How it works

  1. keep track of the people who bought from you, championed you, or nearly did
  2. notice when one of them changes company or role
  3. check whether the new company fits the profile
  4. create the record with the history attached, so whoever calls already knows the relationship exists
  5. tell the person who had that relationship, not whoever owns the territory

What changes

You get a warm route into an account you had no route into, in the week it becomes possible rather than a year later.

What you hold at the end of Build

Step 4 of 5

Reach them, and record it, without anyone typing

The message is written from what changed at that company, not from a template with their name dropped into it. It goes out where your market answers, by email, by phone or on LinkedIn, and the ads and the content are aimed at the same list. The reply lands on the right person as a task, and the record updates itself.

And it is built to stop. If something changed at that company since it was picked, the send holds and the owner is told why. The thing that carries this is called a sequence, and almost every one you have seen was set up to send, not to stop.

What changes: far less falls through, and your sales team spends the day on conversations instead of admin.

Personalisation that is a merge field is not personalisation, and the people you are writing to worked that out years ago.

How it works

  1. take the change that triggered this
  2. work out why it is a commercial reason to talk, in one sentence a human would say out loud
  3. research the company and the person only as far as that sentence needs
  4. find the right stakeholder
  5. write from that, in your voice and not ours
  6. run it across the channels your market answers on
  7. handle the replies, and stop or change the sequence the moment somebody responds
  8. record all of it without a person copying anything anywhere

What changes

Fewer sends, better replies, and nobody asking a prospect a question the previous email already answered.

What you hold at the end of Build

Your best inbound lead is worth the most in the first hour and is usually answered on Monday.

How it works

  1. a request comes in
  2. enrich the company and the person immediately
  3. score the fit and what it is likely to be worth
  4. check whether you already have a relationship, an open deal, or a colleague who spoke to them last year
  5. prioritise it against everything else waiting
  6. route it to the right person with all of that already attached
  7. and if nobody has touched it by the deadline, escalate it rather than let it rot

What changes

Your best inbound leads get answered while they still remember filling in the form.

What you hold at the end of Build

Step 5 of 5

Help what you are already chasing move

Finding accounts is half of it. The other half is the deals already in the pipe. Which ones have quietly stopped moving. Who is missing from the conversation. What was said on the call three weeks ago, and whether anybody wrote it down.

What changes: your team stops losing what it is chasing to silence, and the record reflects reality without anyone maintaining it. The first half of that is the list, and it is a build. The second half is the typing, and that is a different page.

Something you are chasing goes quiet in week three and nobody notices until the forecast is wrong.

How it works

  1. read the open opportunities, the activity, the emails, the meetings
  2. spot the ones that have lost momentum against how deals like this normally move
  3. work out what is missing, a stakeholder, a next step, a date nobody set
  4. tell the person who owns it, before the forecast does
  5. suggest the next move rather than just raising a flag

What changes

Deals stop going silent for six weeks before anyone looks at them.

What you hold at the end of Build

Your team does not update the system because updating the system is not selling, and every quarter somebody makes a speech about it and nothing changes.

How it works

  1. take the recording of the call
  2. pull out what was said: the pain, the objection, the competitor named, the budget signal, who else was in the room, what was committed to and by when
  3. write it into the right fields
  4. create the follow-ups with owners and dates
  5. feed what you learn back into who you target and what you say next time

What changes

Your sales director reads a pipeline that reflects reality, and nobody typed it.

The typing, taken off their desk

Step 1 of 5

Recognised at least one of the five? 25 minutes is enough for both of us to know whether there is a build here.

Request a Fit Call

How we build all of this

02In your industry

The same five things, in your industry.

The mechanism above is the same everywhere. Almost nothing else is.

03Built before

Most of it we have built before.

Every one of these is a job a revenue team recognises, and it is not only lists and email: the ads, the content, the positioning and the CRM underneath are on this board too. Pick one and see how it runs.

Signal detection

How it works

  1. monitor your target accounts continuously for commercial change
  2. new roles posted, hiring growth, funding, expansion, a management change, a change in what they run, a change to their website, news
  3. decide which of those mean something for you
  4. identify who is involved
  5. gather the context
  6. rank the account
  7. trigger the right sales action automatically

What changes

your team calls accounts because something happened, not because it was their turn.

And then the rest

And most of what we build is not on that list at all. A staffing firm living in Bullhorn that wants its consultants to see which lapsed clients have started hiring again. A manufacturer whose sharpest signal is a competitor's product recall.

We start at the commercial problem and work back. If the answer is switching on something you already pay for, we tell you that. If it needs a data source nobody in your industry uses, we buy it and put it on the invoice, or you buy it and we work inside your account. If it needs software that does not exist yet, we write it.

That last one is why the answer is almost never no.

We do this in Europe and in the US. What changes between them is which register you read, what your market calls the thing, and what you are allowed to do once you know it. What does not change is that nothing in your building is watching for it.

"We have 4,000 target accounts and sales does not know who to call on Monday." Nothing off the shelf sells that.

How it works

  1. start at the commercial problem, never at a tool or a template
  2. define what would have to be true for an account to be worth a call
  3. find where that data lives, buy it if it does not exist in your stack, derive it if it cannot be bought
  4. build the decision logic in language whoever settles arguments between sales and marketing can read and sign off on
  5. connect the systems you already run
  6. automate the action and not just the reporting
  7. measure whether it created opportunities rather than whether it ran
  8. change it when the answer changes

What changes

A question nobody in the building could answer becomes a list that appears every Monday. One thing worth saying before any of that. We check three cheaper answers first. Delete the work, because it exists from a decision nobody remembers making. Switch on what you already pay for, because your system often does this and nobody was shown where. Connect two things you already own, because the work is usually in the gap, not in either tool. Three of the four answers end without a build. We would rather be the people you call for the fourth than the people who sold you the first three as projects.

The four answers, with an instance of each

See it in your industry

04How far we take it

The same work, at the depth you need.

Plan is the thinking written down. Build is that made live and handed over. Run is us operating it every month. The work underneath is the same, so pick the depth, not the discipline.

You know something is wrong and you do not know whether you are buying a plan, a build, or somebody to run it.

How it works

  1. if nobody has written down who you sell to and why they buy, start at Plan, because everything after it is guesswork until that exists
  2. if that part is already clear and the problem is that nothing has been built, that is Build
  3. if we built it and you would rather we kept running it, that is Run
  4. if somebody else built it and it has quietly stopped being trustworthy, that starts as a Plan against what you already have, because we only run what we built
  5. if the problem is not go-to-market at all but the manual work underneath it, that is AI Workflows
  6. and if none of those is obviously you, that is exactly what the Fit Call is for

What changes

You stop trying to buy the right thing before you know what is wrong.

25 minutes to find out which

05Who does the work

Three of us, and the person your problem needs.

Bob has spent 25 years selling B2B, ending in management at a multinational SaaS enterprise. Wesley learned marketing on Unilever and Audi, ran his own businesses, and writes the software. Adriaan has sold to enterprises and to startups, and led his last company's move to AI-native.

One of us leads your engagement and keeps leading it, and all three of us do the work. You are never handed to somebody you have not met.

Between us: knowing what to say and to whom, knowing how a deal is won, and knowing what can honestly be built. Most firms have one of those three.

When the work needs a specialist we bring one from a network we have used for years, named in the agreement before they touch anything. We have never put a generalist on a deliverability problem because a generalist was who we had.

Bob. 25 years selling B2B, ending in a management position at a multinational SaaS enterprise. He has carried the number, built the territory, run the forecast, sat through procurement and security review, and managed the people doing all of it.

Wesley. Marketing strategist at one of the Netherlands' most innovative advertising agencies in the early 2000s, on Unilever, Audi and others. Then years as an entrepreneur, including a marketing agency and two spas. He also writes software, including his own AI operating system and model harness.

Adriaan. Enterprise sales, where a deal takes 9 months and 11 people, and startup and scaleup sales, where it takes three weeks and nothing is written down. At his last company he led the transition into an AI-native business, which meant testing and implementing very nearly every tool and agent on the market.

Why it matters as a set. Go-to-market work fails at the seams between three disciplines: knowing what to say and to whom, knowing how a deal is actually won, and knowing what can honestly be built. A consultancy has the first two and cannot build the answer. An automation shop has the third and has never had to hold a number. We have all three, and two of them sit inside the same person.

What the three of us have done

More about the three of us

Fit Call

Twenty-five minutes, and you will know.

Not a demo, not a pitch, not free consulting. We work out what is going wrong, whether we are the right answer, and what the smallest sensible next step is. Sometimes that step is nothing.

It works best when something specific is costing money and one person can say yes. Two of us are on every call.

Request a Fit Call

or write to contact@clarityrev.com