Every engagement at Foxbridge starts with a specific business problem and ends with a measurable outcome. The work looks different depending on where a company is — some need a complete GTM overhaul, others need their sales and marketing functions aligned, others need their positioning rebuilt from the ground up. What doesn’t change is the standard: marketing tied directly to pipeline and revenue, not just activity.
The following results come from engagements across B2B professional services companies at various stages of growth. Details have been anonymized to protect client confidentiality.
239% Company Growth Over Three Years — From Regional Player to 12th Largest in the U.S.
An IT staffing firm needed strategic marketing leadership to position itself for acquisition and transition from founder-led growth to a scalable revenue engine.
The situation:
A mid-market IT staffing company had built its business primarily through founder relationships and referrals. With the ultimate goal of being acquired, leadership recognized the need for a strategic marketing leader who could strengthen and clarify their market positioning, align sales and marketing, and transition marketing from a support function into a revenue-generating engine. Marketing at the time was focused on community involvement, internal communications, and company culture content — none of which was directly connected to pipeline or growth.
The work:
I was brought in to lead a brand refresh initiative that strengthened and clarified their market positioning. I evaluated the existing marketing team and realigned resources to enable revenue growth. I launched account-based marketing campaigns targeting the right companies with the right message, and tightly aligned the sales and marketing functions so both were working toward the same definition of success. I also led the integration efforts when the company acquired a smaller staffing firm during this period.
The result:
Over three years, the company grew by 239% and became the 12th largest IT staffing company in the U.S. before being acquired by a global workforce solutions firm.
300%+ Revenue Growth Over Six Years — With Margin Improvement to Match
A B2B professional services agency needed to move beyond reactive, relationship-only business development and build a scalable, profitable growth engine.
The situation:
A B2B professional services agency had stalled under reactive business development with no differentiated positioning or formal go-to-market strategy. Margins were compressed by inconsistent pricing and delivery inefficiencies. There was no structured process for growing revenue within existing client accounts or managing new business pursuits systematically. Growth was founder-dependent and increasingly unpredictable.
The work:
I was brought in to design and lead an end-to-end GTM strategy. I formalized business development by implementing a CRM, building a go/no-go evaluation process, and creating a repeatable sales playbook that raised win rates and decreased the cost of sales. To grow revenue within existing accounts, I built a strategic account planning program and trained the account directors team on how to use it. I strengthened pricing strategy and scope management to protect and improve margins across the delivery model.
The result:
300%+ profitable revenue growth over six consecutive years. Gross margin improved from ~30% to ~45%. The business built a repeatable, scalable sales and account-growth engine that reduced reliance on founder-led business development — growth and profitability, not one or the other.
15 RFPs, 5 New Deals and Millions in Revenue in 12 Months — From Brand Relaunch to Pipeline
A global BPO company needed to reposition and relaunch its RPO division to generate new business in a competitive market.
The situation:
The RPO division of a global BPO company lacked a clear value proposition and defined market position. Leadership needed to identify the division’s market opportunities, rebuild the brand, and relaunch it to the marketplace in a way that would generate measurable new business pipeline — not just brand awareness.
The work:
I was brought in to develop and execute a strategic marketing plan aligned directly to the business goal. I identified the division’s value proposition and market opportunities, then designed a two-track approach to generate pipeline. The first track was a one-month brand awareness campaign targeting mid-size companies across three distinct industry verticals, launched in conjunction with the brand relaunch. The second track was an account-based marketing program targeting existing BPO clients — companies already in relationship with the parent company — as the highest-probability path to new RPO business.
The result:
The brand awareness campaign generated 444 clicks and 109 content downloads, producing 7 new business leads within the first month. The ABM program targeting existing BPO clients generated 15 RFPs over 12 months, resulting in 5 new RPO deals representing millions of dollars in new revenue.
52% Revenue Growth in One Year — Repositioning Away From the Wrong Buyer
A workforce solutions company had plateaued because its positioning was aimed at the wrong audience entirely.
The situation:
A professional services company in the workforce solutions industry had stalled revenue growth with no formal GTM strategy. Their positioning was aimed at jobseekers — the wrong audience entirely for a company trying to grow B2B revenue. Leadership recognized the need for strategic marketing leadership to reposition the company, establish a real GTM strategy, and drive measurable growth.
The work:
I was brought in to rebuild their full market positioning and messaging from the ground up — moving the focus away from candidates and toward buyers. I established a comprehensive GTM strategy that included identifying their ICP and building out detailed buyer personas. I launched a new website focused on visitor conversion and lead generation rather than candidate attraction. I built pipeline forecasting from scratch — the organization had no formal forecast process prior — establishing the visibility and structure needed to support disciplined growth decisions. I established a channel partnership program with leading technology providers to generate an additional source of qualified leads. I also activated the CEO’s social profile to leverage his professional network for business development, creating a new channel for relationship-driven pipeline.
The result:
Revenue grew by 52% within one year — driven by a repositioned brand, a new GTM strategy, and a pipeline infrastructure that gave leadership real visibility into growth for the first time.
100% of New Client Revenue From Inbound Within One Year — Built From a Standing Start
A mid-market professional services company had disconnected sales and marketing functions operating in separate systems with no shared intelligence, no pipeline visibility, and no inbound engine.
The situation:
A mid-market professional services company in the workforce solutions industry had sales and marketing operating as entirely separate functions with no meaningful connection between them. Sales was working in one CRM. Marketing was working in a different one. No intelligence was being shared between the two groups. Pipeline reporting was done manually in an Excel spreadsheet. There was no inbound engine, no lead scoring, no intent tracking, and no defined process for moving a prospect from first contact to closed business.
The work:
I was brought in to build and operationalize an end-to-end GTM engine aligning marketing, sales, and delivery. I consolidated both teams onto a single CRM platform, migrating the sales database and configuring the system to support lead scoring, intent tracking, and pipeline accountability. I built AI-enabled workflows to identify new contacts based on trigger events and enroll them in tailored email nurture campaigns automatically. I established a pipeline creation process based on intent data — automatically qualifying contacts showing buying signals and forwarding only those in active buying cycles to sales. I built an integrated prospecting system that eliminated the need to backfill a departing sales hire by replacing manual outbound work with an automated, intent-driven process. I launched integrated campaigns and built performance dashboards that gave leadership real-time visibility into pipeline for the first time.
The result:
Within one year, 100% of new client revenue was sourced from inbound. Sales-ready leads increased by 40%. The integrated prospecting system eliminated the need to backfill a sales position — replacing a headcount dependency with an AI-enabled workflow that outperformed the manual process it replaced.
These results come from a specific kind of engagement.
Not more marketing activity. Not a strategy deck that gets filed after the presentation. A working GTM system — built for the way the business actually operates, connected directly to pipeline and revenue, and designed to keep working after the engagement ends.
If any of these situations sound familiar, that’s where the conversation usually starts.
Foxbridge Consulting 