What changed after we built the system

Easyship

Multi-carrier shipping platform, United States and United Kingdom

Inbound conversion and subscription closure

Easyship is a shipping platform that lets an eCommerce company onboard once and then choose between multiple carriers per shipment. Its customers are eCommerce businesses across the United States and the United Kingdom, ranging from startups to mid-market, and the ones worth a conversation are typically shipping a thousand parcels a month or more. That threshold is the ICP in one number, and it is the kind of line most companies never write down.

Inbound was arriving in volume and a team was already in place to work it. The team sits in India and covers United States and United Kingdom business hours, so the coaching had to happen inside those shifts rather than alongside them. GrowthStack worked on site with that team, monitoring live activity and improving the selling motion itself: how a discovery conversation is run, how the emails are written, and how the channels are used together.

The scope covers the full conversion path for inbound leads, enquiries and website signups: lead response, requirement discovery, qualification, follow up, subscription closure, and product activation.

• Subscription conversions increased by 20%
• Approximately $100,000 in pipeline contributed
• Achieved within the first month of engagement

Easyship is one of four logistics organisations behind the logistics and supply chain work. The work sits closest to our lead generation engine and reporting services: a defined qualification standard, disciplined follow up, and visibility over every stage of the funnel. The qualification method behind that work is written up in how to improve MQL to SQL conversion. The engagement itself is described in inbound lead conversion.

Workstore India Private Limited

Exclusive India partner for the Dyson Airblade series

Inbound lead qualification and remote closing

Workstore India Private Limited is the exclusive India partner for the Dyson Airblade series, selling commercial hand dryers and air purifiers into the B2B market. The buyers are facilities and procurement teams at hotels, restaurants and hospitality chains, hospitals and healthcare sites, commercial real estate, and managed office space operators.

Demand was not the problem. Inbound was arriving steadily from the website, from paid media on Meta and Google Ads, and from referral partners. The problem was on the other side of the enquiry: leads came in and did not turn into closed business, because there was no structured inside sales process behind them and no agreed standard for which enquiries deserved a salesperson's time.

How the engagement ran

• Every inbound lead pooled and segmented by state. India is not one market for a product sold to facilities teams. Bucketing by state made routing, follow up timing and the eventual handover tractable.
• A written qualification standard, applied on the call. Four criteria: budget, genuine need, timeline, and the number of units required. Unit count matters for a physical product in a way it does not for software, and it was the criterion that most often separated a real opportunity from an enquiry.
• Qualified leads handed to the client's own sales team, with the qualification reasoning attached rather than just a name and a number.
• Remote closing where it made sense. For a defined segment of straightforward deals, GrowthStack carried the opportunity through to close rather than handing it back, which removed a queue that had been slowing everything behind it.

What changed

• Qualification rate improved from 5% to 30%
• Approximately 25% more deals closed
• Approximately ₹15 lakh in closed revenue
• Achieved within two months of engagement

No additional advertising spend was involved. The leads were already being paid for and already arriving. What was missing was a decision, made the same way every time, about which of them deserved a call.

The rework behind that jump is set out in choosing a sales qualification framework. The same work for other teams is inbound lead conversion.

NuVista AI

AWS Advanced Consulting Partner, Atlanta · data platform modernization and AI-powered solutions

End to end outbound GTM engine

NuVista AI sells to B2B companies running on AWS, so the outbound engine was built from nothing rather than repaired. The starting point was several sessions with the founders on what the product actually solves and why it is different, because an ICP written without that conversation is guesswork dressed as strategy. Those sessions produced the markets, ICPs and personas, and the messaging followed from them.

Execution ran on Apollo.io, which was set up from scratch for campaigns, sequences and activity tracking. NuVista had one remote SDR already, so the work was onboarding that person onto the new stack and coaching them through it: how sequences are built, what a campaign should look like, and how LinkedIn is aligned with the email motion rather than run beside it. Onboarding and coaching SDRs onto a new engine is the SDR team build engagement.

The other half was events. NuVista attends AWS Summits, and GrowthStack ran the prospecting around them: event specific account segmentation, pre event outreach, attendee targeting, meeting generation campaigns, post event follow up, qualification and campaign reporting. Event prospecting is a compressed version of the same motion, and it puts founders in front of people who have already self-identified as interested in the problem.

• Approximately $50,000 in revenue generated
• Additional qualified opportunities created

NuVista AI lists two products on AWS Marketplace, AIHouse and Application Modernization with Data and AI.

This is also the anchor case for two other pages: GTM for AI startups, the vertical argument, and B2B lead generation for the US, the market one. See how we approach ICP, persona and messaging work at the start of engagements like this, and the 90 day build these results came from.

ConvertCart

Conversion rate optimisation for eCommerce brands, United States and United Kingdom

SDR performance and meeting quality

ConvertCart is a conversion rate optimisation company. It sells to eCommerce brands, mainly in the United States and the United Kingdom, which means its buyers sit in growth and e-commerce teams several time zones from the SDRs contacting them. It already had an SDR team and an SDR manager. Nothing was missing on paper. What the founder wanted was an outside read on whether the team was performing at the level the market allowed, whether the funnel was leaking somewhere nobody had looked, and whether the tooling was actually configured to support the motion or merely paid for.

The problem was output quality rather than activity, which is the harder version of this brief. Adding dials to a team that is already dialling changes nothing.

How the engagement ran

• Interviews across the whole reporting line. Sessions with the founder, the head of sales and the SDR manager, then with each individual SDR. The rep-level conversations were not a formality: part of the brief was assessing whether each person was suited to the role they were in, which is a question internal managers are rarely positioned to ask.
• Recorded call reviews. Listening to real cold calls rather than reading a script, because the gap between the two is where meeting quality is lost.
• Email copy review. Sequence by sequence, with specific rewrites rather than general principles.
• Coaching across all three channels. Calling, LinkedIn and email treated as one motion rather than three separate skills, since a prospect experiences them together.
• Dormant pipeline nurture. Opportunities that had been created and then quietly abandoned. Nobody owned them, so nobody worked them.

What changed in three months

• Meeting no shows reduced from 44% to 15%
• Meetings scheduled increased by 20%
• Roughly $20,000 in revenue recovered from pipeline that had been written off
• LinkedIn added as an outbound channel
• Supported acquisition of a high value customer
• Campaign level and rep level reporting strengthened

The recovered revenue is worth separating from the rest. It came from opportunities the company had already paid to create and then stopped working, which is the cheapest pipeline in any business and the most consistently neglected.

The full argument for this vertical is in GTM for e-commerce and D2C.

This is the pattern behind our SDR coaching and playbooks engagements.

What clients say

Six recommendations from clients, managers and direct reports are published in full on Shobhit's profile.

The three situations we are usually called into

One. You already generate inbound demand but need a stronger system to qualify, follow up, and convert it.

Two. You need an outbound GTM engine built from the ground up: markets, ICPs, personas, messaging, tooling, and the outreach motion itself.

Three. You already have an outbound team and want better rep output, meeting quality, follow up discipline, and reporting.