Breaking Through Their Wall: How I Helped a Client Unlock Sales Growth Last Year

Last year, I sat across from the CEO of a mid-sized B2B tech company, sensing the frustration in his voice. His sales team, once a powerhouse, had hit a stubborn growth plateau. Leads were drying up, deals were slipping, and morale was sinking fast. As Matt Slonaker, founder of M. Allen LLC, I’d seen this story before—but I also knew we could turn it around. My mission was clear: help this client break through and propel their sales team to new heights. Here’s how I did it.

It started with a deep dive into their data. I pulled their CRM reports, analyzed industry surveys like EBSTA’s insights on $1B+ deals, and reviewed Clari’s Revenue Leak Report. The numbers told a grim tale: 75% of their reps were missing quota, and deal slippage had spiked to 46% in Q1 before dropping slightly to 34%. I could see the missed opportunities piling up, and I knew we needed to act fast.

First, I identified their pipeline visibility problem. Their reps lacked a clear view of where deals stood, leading to lost opportunities and declining win rates. Drawing from the B2B market pain points I’d studied, I knew top performers are 263% more likely to close deals early in the funnel with strong discovery calls—but this team wasn’t doing that. They were rushing through pitches, focusing on product features instead of the buyer’s business problems. A buyer survey from October 2024 confirmed my hunch: buyers prioritize salespeople who understand their challenges and demonstrate solutions, not generic pitches. Over 50% of buyers had rescoped their needs mid-process because the sales approach wasn’t aligned.

I tackled their low-quality leads next—the silent killers draining their resources. I watched their team chase prospects with little potential, only to end up demoralized when deals fell through. The document on growth plateaus listed this as a top issue, so I overhauled their lead generation strategy. We tightened our targeting with data-driven marketing, rigorously qualifying leads to focus on high-potential prospects. I leveraged insights showing top performers are 250% more likely to engage C-suite decision-makers early, and we shifted our focus to build those critical relationships from the start.

Follow-up failures were another bottleneck. I overheard a rep lamenting a promising lead going cold after one attempt, and it hit me: they weren’t persistent enough. Drawing from the “Follow-Up Failures” advice, I implemented CRM systems and automated follow-up tools, training the team to build relationships through consistent contact. I encouraged creative persistence—don’t give up after the first try—and saw opportunities start to stick.

Misalignment was a major issue too. Their pitches felt generic, missing the mark on customer pain points. I pulled from the “Misalignment Mayhem” insights, emphasizing tailored pitches that addressed each buyer’s specific needs and challenges. We ensured clear, consistent messaging, focusing on ROI and value alignment—crucial after learning objections around ROI had risen 127% since 2023, slashing win rates by 64% when discussed late. We shifted to a collaborative approach, asking, “What are your biggest challenges?” and “What outcomes do you want?” It resonated with buyers who appreciated being heard, not sold to.

Tech troubles were holding them back as well. Their outdated tools limited efficiency and data accuracy, so I pushed for modern solutions—AI-powered platforms, as Clari’s report suggested, to improve forecasting and decision-making. The report estimated a 26% global revenue loss due to “Revenue Leak” across the funnel, and I wasn’t about to let that happen here. We automated data capture, ensured transparency, and streamlined communication—small steps that delivered big wins with clearer insights and faster responses.

But it wasn’t just about systems; it was about people. Their goals were vague, leaving the team directionless. I set SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound—drawing from the “Goal Gridlock” section, and established accountability to track progress weekly. Training gaps were another hurdle; underprepared reps missed targets and burned out. I launched comprehensive onboarding and continuous learning programs, inspired by the “Training Shortfalls” advice, and saw performance improve almost immediately.

I also addressed deeper challenges: team toxicity, market myopia, and cash flow issues that threatened progress. We fostered collaboration, stayed attuned to industry trends, and worked with their finance team to stabilize their budget. The “Beyond the Top 6” insights reminded me that growth stunting can come from unexpected places, and I refused to let complacency derail us.

To drive results, I leaned into prospecting strategies from the documents—building targeted lists, researching prospects on LinkedIn, and crafting attraction campaigns with multi-touch, multi-modal outreach. I personalized every interaction, addressing the “4 Whys” (Why Act, Why Now, Why Us, Why Trust) and using trigger-based content like ROI cases and customized demos. A LinkedIn study showed a 46% higher InMail acceptance rate with shared interests, and I saw the difference in engagement as meetings started pouring in.

The transformation took shape over months. We decreased their sales expenses by over $1 million (27%) from the prior year while increasing sales coverage by 45%—134 net new accounts. We boosted their enterprise sales divisional revenue by 48% month-over-month and improved divisional earnings by 77%, all while growing their opportunity pipeline to over $200 million across 400+ accounts. These results echoed my own track record at M. Allen, where I’ve delivered 207+ deals and driven 2x revenue growth for clients since founding the firm in 2020.

Looking back, helping this client break through their plateau wasn’t just about tactics; it was about mindset. I approached each interaction with curiosity, clarity, and confidence, as outlined in the “12 Leading Moves for Sales Executives.” I said “no” to bad-fit opportunities, interviewed their clients to spotlight success stories, and created value-driven offers. My deep industry network and market insights, honed over years as a Chief Revenue Officer, positioned me to guide them as a strategic partner—not just a consultant.

By the end of last year, I left them thriving, not just surviving—propelled to new heights with data, discipline, and a commitment to solving their buyers’ problems. It’s moments like these, displacing incumbents and securing “whale” accounts, that fuel my passion at M. Allen. Together, we turned frustration into momentum—and I know we’ll tackle any future challenges the same way.

- Matt