The challenge
A venture-backed construction robotics company was growing, but critical parts of the business still ran across disconnected spreadsheets.
Sales, estimating, operations, and change orders lacked a shared system. Leadership needed clearer performance visibility, the sales team needed a repeatable process, and the business needed to prepare for its next funding round.
The engagement addressed all three: how the company sold, how work moved through the business, and how performance was communicated.
The work
Connected systems
Consolidated CRM, estimating, operations, and change orders into one system.
Leadership visibility
Built dashboards for management, board, and investor reporting.
Sales team development
Expanded the sales function from one representative to eight, supported by structured training, processes, and performance management.
Enterprise growth
Expanded key enterprise accounts from five to eighteen in nine months, alongside higher contract values and repeat business.
Commercial discipline
Refined pricing and strengthened customer acquisition.
Fundraising preparation
Developed investor narrative documents and assembled the data room.
The outcome
During the engagement, the company added approximately $12M in recurring revenue and doubled annual revenue. During this period, the company also completed a $14M Series A.
Leadership gained a consolidated view of performance, supported by an eight-person sales team, a broader enterprise customer base, and materials prepared for investor diligence.
The business finished with more than a stronger sales result. It had the systems and management visibility to support its next stage of growth.