Building the full GTM stack for a newly funded FinTech

The engagement

We work with the full senior team: CEO, head of sales, marketing, CS, and finance all bring their processes to us. That breadth is the point. At ten people, a startup can’t hire an ops person for each function, but every function still needs working systems.

What we built

An outbound engine with guardrails

Clay-powered prospecting feeds three persona-specific sequences, with enrichment rules that stop bad data at the door: no unverified work emails, phone enrichment only when an email exists. Outbound sends from dedicated domains with proper DKIM authentication, because burning the main company domain is not a recoverable mistake. The first sequences booked demos within weeks of launch.

Sales pipeline discipline

Debugging the sales reports surfaced the real finding: more than half of deals were being lost right after the first discovery meeting, and part of the drop was process, not selling. Mis-tagged meetings, deals never created, closed-lost reasons left empty. We standardized the pipeline stages, built an alert for discovery meetings that have no deal after two days, and enforced closed-lost reasons so the team can see why deals actually die.

A forecasting model before the pipeline exists

Early-stage pipelines are too thin to forecast from deals alone. We implemented a two-tier pre-pipeline model: a default deal value before sales qualification, switching to a calculated value based on account size once qualified, with stage probabilities set from the team’s own conversion history.

Marketing that hands off cleanly

A gated-content workflow nurtures new leads with a defined cadence and hands them to the BDR team only on a sales-readiness trigger, with customers and recent demo contacts excluded automatically. MQL criteria were tightened to firmographic rules so the sales team stops chasing form-fills that were never a fit.

Re-engagement instead of a graveyard

43 closed-lost deals and 88 stale inbound contacts were segmented and enrolled into tailored sequences instead of sitting untouched in the CRM.

CS and invoicing on the same rails

Customer management moved off a separate project board into HubSpot, with 25 customers mapped to journey stages. Invoicing runs on deal data, generating invoices with automated upload to a shared drive using meaningful filenames. Finance stopped assembling billing by hand.

What this looks like day to day

The team ships GTM initiatives at the pace of a much larger company. When a new BDR joins, onboarding runs on documented systems. When the CEO wants a new report, it exists by the end of the week. That’s what “no in-house ops hire yet” should feel like.