Service turnaround · Sellsza · KSA B2B
From a dormant service to product-market fit in 90 days.
A service that had been on the market for over a year was rebuilt across five levels — product, market, operations, go-to-market and profitability — and matched a full year of sales in three months.
Download the PDFSame volume, one third of the time.
I took full ownership of a B2B service that had been live for more than a year with limited traction. In 10 months, that service had sold to 13 clients. After I rebuilt it, it sold to 13 clients in 3 months — the same volume in less than a third of the time, at a retention rate above 90%.
The turnaround was not a campaign. It was a systems rebuild: product audit, market relationship mapping, SOP redesign, a new go-to-market motion, and finally a profitability model that works for both sides. I owned the selling and the delivery — one accountability line from first outreach to client success.
Before intervention.
Five levels.
Product audit
Mapped the full history of the service: what it actually is, who it had been sold to, how it was being pitched, and where value was being lost between promise and delivery.
Market & industry mapping
Two questions drove the expansion: who is the supplier and who is the buyer in each Saudi market, and when do they need each other? Answering the timing question opened seven sectors beyond the original two.
SOP redesign
Rebuilt the operating flow end to end — client onboarding, value deliverables, retention and customer success — so delivery became a process, not a person.
Go-to-market rebuild
Redefined who we sell to, at what price, with what positioning and messaging — and re-anchored the KPIs to targets the delivery team could actually hit every cycle.
Profitability & ROI
Modelled unit economics until the service was profitable for the company and provably ROI-positive for the client — a win-win structure that renews itself.
Three concrete outputs.
Precision ICP
An exact definition of who should be buying — sector, size, trigger event and decision-maker profile.
90% accurate customer list
A built, verified target list matched to that ICP — not a scraped database.
Decision-maker meetings
Booked meetings with owners, GMs and directors at a conversion rate above 25%.
What the rebuild produced.
13 clients in 3 months — matching the 13 clients sold across the previous 10 months.
90%+ retention rate — clients renew rather than churn after first delivery.
90% list accuracy against the client's defined ICP.
3.3× sales velocity against the pre-rebuild baseline.
25%+ conversion from qualified lead to decision-maker meeting.
2 sectors to 9 — addressable market widened without new headcount.
Nine markets, nine playbooks.
Each sector required its own supplier–buyer logic, trigger timing and messaging — built, tested and documented as a repeatable playbook.
Single point of accountability
Project Manager & Business Development Manager
Full ownership of the revenue cycle for a service line: I sell it, I build the delivery system, and I run it for the client — from first contact through renewal.
Sell
- GTM strategy & positioning
- Pricing and offer architecture
- ICP & decision-maker mapping
- Outbound systems and closing
- Proposal and negotiation
Deliver
- SOP design and documentation
- Delivery team enablement
- Quality control on outputs
- Timeline and scope management
- Client communication cadence
Operate
- Retention & customer success
- Account profitability and ROI
- KPI design and accountability
- Process iteration by cohort
- Expansion into new sectors
The largest revenue leak in a services business is the gap between what sales promises and what operations delivers. Merging the two roles closes it: I do not sell what I cannot deliver, and I do not build what cannot be sold. The 90%+ retention figure is the direct result of that structure.
Best-fit companies.
Next Step
Let's book the 20-minute diagnostic.
Send me your service line and target market on WhatsApp or email. In a 20-minute call I will name which of the five levels is your bottleneck and what fixing it is worth — before any commercial conversation.