Illustrative scenario. A worked example of how we'd run this kind of engagement, not a specific client result. The numbers are targets that show what good looks like.
| Phase | Focus | Illustrative target |
|---|---|---|
| Weeks 1 to 4 | Audit and diagnosis | Pinpoint where the funnel leaks |
| Early months | Build: ABM · Content | Ship the plays that fit this buyer |
| Later months | Compound and measure | Move toward the illustrative targets above |
Picture a fintech SaaS at $2M ARR with a product that works and a sales team that keeps losing month seven of a six-week deal. This is the FinTech SaaS case study pattern we see most: pipeline looks fine, then deals vanish into security and compliance review and never come back.
The marketing is generating MQLs. The problem is they are the wrong MQLs, curious analysts and students, not the risk-and-compliance buyers who actually sign. So sales burns cycles on people who were never going to clear procurement.
The leak is rarely top of funnel. It is the middle, where a fintech buyer needs proof you will survive their security and compliance bar and finds none.
No trust page, no SOC 2 story, no content that speaks to the risk team. Marketing optimised for volume while the actual buying committee, finance and risk and legal, got nothing to say yes to. You cannot demand-gen your way past a procurement wall.
For a fintech SaaS in this spot, we would run two channels hard and ignore the rest.
Account-based marketing on a tight list of fit accounts, coordinated with sales, see how we run ABM. And content built for the security and compliance buyer, trust pages, a real SOC 2 narrative, integration and data-handling proof, see content and the fintech playbook. The goal is to arm the deal for procurement, not to fill the top of the funnel with more analysts.
In a scenario like this, the target is not a traffic spike. It is deals that clear procurement.
Pipeline weighted to fit accounts roughly doubling, CAC down as the wrong-fit spend stops and a handful of security reviews won per quarter because the proof finally exists. The numbers above are illustrative targets, what we would aim for, not a claim about a real client. The real win is a sales team that stops losing month seven.
On a live fintech engagement, three risks would decide whether this works. Worth naming up front.