A campaign run on behalf of the founders, with no sales team
An award-winning software house with international reach built its business development on the founders' involvement and inbound inquiries, with no dedicated sales team. The entire operational layer of sales rested on top management: first contact, qualification and account targeting consumed time that should have gone into the strategic growth of the company. This ongoing operational activity became the bottleneck in winning new contracts.
The client remains anonymous because MSGA operates directly inside their structures, on their domain and on their behalf. Below are the real operational results from this rollout.
Who it was for
An award-winning software house with international reach, building custom software and extending its clients' technical teams. The organization operates on a horizontal model, serving customers across many industries. Its core project focus covers advanced enterprise-grade software, omnichannel integrations in eCommerce and retail, and warehouse and transport systems for the logistics sector.
The challenge and the idea
Scope: reaching companies considering complex software development projects or the expansion of their own technology teams. The challenge: the entire operational layer of sales rested on the founders and top management, including the CTO, who became the bottleneck of every process and lost time on operational work instead of growing the company. The idea: separate the early operational layer from sales proper and take it over on behalf of the founders, delivering conversations that are already qualified.
What we did
We ran the work directly on behalf of the company's founders. We built a communication framework from scratch that captured the substantive depth of the offering and the individual voice of the leadership, so that every message read like a direct dialogue with someone who understood the recipient's technology reality, rather than a standard contact from a salesperson.
We applied an Account-Based Presales approach driven by manual, human account targeting, with no mass automation. Target identification relied on hard market signals, such as official data on migrations away from legacy systems and the expansion of internal technology teams. For each entity, across the clusters of advanced enterprise software, eCommerce and retail, and logistics, we prepared a separate brief and verified the buying signals.
Every decision-maker received communication tailored to the company and to their role in the buying committee, spanning the CEO, the CTO and VP of Engineering, the Head of Product and the COO. The conversation held before the meeting was deliberately qualifying, not technical: its purpose was to establish whether there was a real project, a budget and a moment to decide, rather than to settle technical details. The personalization was accurate enough that decision-makers began consulting the message among themselves, and the company was perceived as a serious partner. The full substantive depth came only on the qualified conversation, with the founders already involved.
The EUR 3.6M pipeline is an annual projection based on 36 qualified conversations per year (a conservative 3 per month) and a conservative annual contract for a technology team (EUR 100K), at a 15% win rate, which corresponds to roughly 5 closed contracts. This is a projection of the potential in play, not declared client revenue. The operational metrics (61 processes, more than 6 conversations per month at peak) are a verified, historical fact from the rollout. Once the system is fully set up, an internal team can continue the prospecting and qualification using the MSGA methodology.
This is a multiple of what mass mailing achieves. Direct proof that the message reached the right people and was recognized as a direct, personalized dialogue, not a send-out to a list.