Client Problem:
The Vice President of Sales at a manufacturer of space management products (including movable walls, temporary flooring, and buildable wall blocks) needed to shift away from a heavy reliance on first-time buyers acquired through digital ads. At the time, 90 percent of revenue came from ad-driven, one-time sales. Rising ad costs and decreasing effectiveness made this approach unsustainable.
While the company had a strong product offering and high customer satisfaction, it lacked customer segmentation and had not implemented a strategy to engage past buyers for repeat or larger purchases.
What I did:
I began with a month-long deep dive into the company’s products, operations, culture, and sales strategy. Through that review, I identified an opportunity to support the VP of Sales’ vision with a structured product marketing approach.
We focused on customer segmentation by use case, identifying where previous buyers could be grouped and targeted more strategically. To ensure the plan was repeatable and scalable, I selected one high-potential segment and mapped out the exact steps needed to pursue it. This served as a live model for how the VP of Sales could apply the same strategy to other segments.
The goal was also to make the case for hiring dedicated support. I delivered a clear plan, job description, and resourcing model that led to an internal hire.
Outcomes:
- Developed and implemented a go-to-market playbook for targeting customer segments
-
Hired a Product Marketing Manager based on the job description and role definition I provided
- Diversified revenue sources by applying segment-specific positioning across key markets
