GrowthStack Advisory / Logistics and Supply Chain
Freight, 3PL, last mile and supply chain software
B2B lead generation for logistics and supply chain software, from four sides of the market.
Built inside Locus, GoComet and Landmark's Logistiq division, and delivered for Easyship. Named results, ninety day engagements.
Logistics software has a specific GTM problem: the buyer is an operations lead who measures cost per shipment, the sales cycle runs long, and the deal usually spans several geographies at once. GrowthStack has worked this vertical from four sides. Shobhit Gupta was Head of Global SDR and Revenue Operations at Locus, the last-mile dispatch platform, where MQL to SQL conversion moved from 10% to 25% and $20M in opportunities were created. At GoComet he scaled the SDR team from 10 to 23 across the US, India and South East Asia. At Landmark Group's Logistiq division he built the GTM function from scratch, generating $500K ARR in the first quarter across MEA and India. As a client, Easyship moved inbound qualification from 15% to 25% in the first month. Three of those four were run from the inside.
Client work is labelled separately from prior in-house roles. Named clients published with permission.
Why logistics software sells differently
Three things separate this vertical from generic B2B SaaS, and every one of them changes the outbound motion.
- The buyer runs operations, not software. They measure cost per shipment, on-time delivery and exceptions handled, not seats or features. Messaging written for a software buyer lands flat.
- The cycle is long and multi-threaded. Operations, finance and often IT all have a say, so a sequence that books a meeting with one of them stalls at the second.
- Geography is part of the product. A platform strong in South East Asia is a different pitch in MEA, and the same sequence rarely survives the move. Locus and GoComet both ran across the US, Europe, the Middle East and Asia.
What has actually been done in this vertical
- Easyship, a global shipping technology platform and a named client. GrowthStack runs the end to end inbound conversion process: lead response, requirement discovery, qualification, follow up, subscription closure and activation. Qualification moved from 15% to 25%, subscription conversions rose 20%, contributing roughly $100,000 in the first month.
- Locus, a last-mile dispatch management platform, prior in-house role. Head of Global SDR and Revenue Operations for three years and five months: MQL to SQL from 10% to 25%, lead to closure from 5% to 11%, $20M in opportunities created and $2M in new revenue.
- GoComet, prior in-house role. Global Sales Development and Revenue Growth Leader: SDR team scaled from 10 to 23 across the US, India and South East Asia, output lifted from 2 to 6 SQLs per rep per month, $1.2M in new revenue.
- Landmark Group, Logistiq, prior in-house role. Logistiq is the third-party logistics arm of Landmark Group, a Dubai-headquartered retail and hospitality conglomerate operating across the Middle East, Africa and India. More on the UAE and Gulf work. Built the GTM function from scratch, generating $500K ARR in the first quarter across the Middle East and India, plus $30K ARR from the Logistics-as-a-Service offering.
Client work is labelled separately from prior in-house roles throughout. Full case studies.
What gets looked at first
The diagnostic order is the same in every engagement, but in logistics the answer is usually the same too.
- Can you name the accounts? Not the segment, the accounts. In logistics the total addressable market is smaller and better defined than most software categories, which means a named list is achievable and its absence is telling.
- Does the message name an operational cost? Cost per shipment, exceptions per thousand, dwell time, on-time delivery. If the sequence talks about visibility and efficiency in the abstract, it reads as every other vendor.
- Is qualified written down? This is where most of the conversion movement comes from. At Locus, tightening what counted as qualified is what moved MQL to SQL from 10% to 25%, and the same change moved Easyship from 15% to 25%.
- Does the reporting separate geographies? A blended pipeline number across MEA, India and South East Asia hides which market is actually working.
Who this is for
- Logistics and supply chain software vendors. Freight, 3PL, last mile, visibility platforms, TMS and WMS.
- Teams selling to operations rather than to marketing. The buyer runs a network and measures cost per shipment, not brand awareness.
- Long cycles with several stakeholders. Operations, IT and finance all have a say, which is a sequencing problem more than a copy problem.
- Teams with a working product and no repeatable outbound. Pilots close through the founder network, and nothing behind that is systematic.
What a ninety day engagement produces
The same six pieces get built every time. What changes by market is the targeting, the proof points, and which channel carries the most weight.
- ICP and account tiering. Segmented by network shape and shipment volume, not by employee count.
- Personas and messaging. Written for the operations buyer, with proof points mapped to cost, exception rate and time to resolution.
- Sequences and deliverability. Email, LinkedIn and calling, with authentication set up before volume goes out.
- Toolstack and CRM workflows. Stages, fields and automation that enforce the process rather than rely on memory.
- Live outreach and iteration. Sequences run, replies read across the campaign, and the messaging changed on what came back rather than on opinion.
- Handover. Playbooks, dashboards and a trained team. You own the engine afterwards.
The engagement ends with the handover, not with a renewal conversation. The sequences, workflows, dashboards and playbooks stay with your team, and your team is trained to run them.
Who this is not for
Three or four calls a month end with us saying this is not the right piece of work. Cheaper for everyone if that happens before the call.
- You are a freight or 3PL service business rather than a software company. The published work here is all platform and software: Locus, GoComet, Easyship, Logistiq. Services businesses sell differently enough that the playbook would not transfer cleanly.
- You have no ICP hypothesis to test yet. In logistics the addressable market is small and well defined enough that a named list is achievable. Without a starting hypothesis there is nothing to correct against.
Not sure which applies? Run the outbound readiness scorecard, which takes a couple of minutes and gives an answer without speaking to us.
Frequently asked questions
Do you work with logistics software companies specifically?+
Yes, and it is the deepest vertical on this site. Easyship is a named client. Locus, GoComet and Landmark Group's Logistiq division were prior in-house roles where the same work was done as an employee rather than an adviser. That is four logistics organisations, three of them from the inside.
What makes outbound different for logistics and supply chain?+
The buyer is usually an operations lead measured on cost per shipment and on-time delivery rather than a software buyer measured on seats. The cycle is long and involves operations, finance and often IT. And geography is part of the product, so a sequence that works in South East Asia frequently fails in MEA without rework.
Can you help if we sell into freight, warehousing or last mile?+
Those are the exact sub-segments behind the numbers above. Locus is last-mile dispatch management, GoComet is freight and shipment visibility, Easyship is cross-border shipping, and Logistiq was Logistics-as-a-Service. The pattern that repeats is that operations buyers respond to specifics about their own cost lines, not to platform language.
Related reading
Tell us where the funnel leaks
Thirty minutes is enough to tell you honestly whether it is a targeting, execution or qualification problem, and what it would take to fix.