“Ben has been hugely impactful in defining and shaping our go-to-market strategy, in particular in helping us as we built out our outbound sales team post a Series A investment. Ben has a wealth of hands-on knowledge across virtually all commercial aspects relevant to our business, and his advice regularly provides us with a shortcut to the optimal solution. Overall, Ben has helped us become a significantly more effective commercial machine.”
Bart Lehane
Co-founder and CRO at EdgeTier
Context
Following a successful fundraise, Edgetier had clear product–market fit and strong market interest. What they did not yet have was a predictable, scalable way to turn that interest into revenue. With growth expectations rising, the priority was to professionalise go-to-market without slowing momentum.
The Challenge
Sales activity was high, but outcomes were inconsistent. Conversations frequently stalled, opportunities drifted, and there was no shared definition of what constituted a “real” deal.At the same time, Edgetier needed to hire across sales, marketing, and customer success—meaning the revenue engine had to be built while the company was actively scaling.
The key areas that needed attention:
Pipeline generation needed to be faster and more effective
The sales process lacked clear structure and accountability
Executive buyers weren't consistently engaged early in conversations
Hiring and enablement had to happen in parallel with selling
The Approach
I partnered closely with Bart (Founder & CRO) to design and implement a scalable go-to-market foundation. The team was evolving from dependency on the Founder-CRO to close deals towards a professional team that could operate independently.
The focus wasn't just on activity - it was on how Edgetier sold.
Sales strategy and focus: Tightening the ideal customer profile, reducing noise in the pipeline, and prioritising accounts and opportunities that could genuinely convert.
Process and discipline: Defining clear sales stages with explicit exit criteria, and introducing stronger mutual accountability so prospects had responsibility to progress deals on their side.
Executive engagement: Increasing access to and involvement from senior economic buyers earlier in the sales cycle, improving deal momentum and decision quality.
Team build and enablement: Hiring across SDR, AE, CSM, Marketing, and GTM leadership roles, alongside ongoing coaching at both team and individual level to embed consistent behaviors.
The Results
The transformation delivered measurable outcomes:
Consistent and predictable pipeline generation with improved conversion from conversation to close
Sustained revenue growth, reflected in independent external benchmarks:
Named in the Deloitte Fast 50 for three consecutive years (2023, 2024, 2025)
Included in the Sifted 250 as one of Europe's fastest-growing startups
The vast majority of deals were no longer founder-led
These outcomes validated that the changes to Edgetier's go-to-market approach translated into durable, long-term growth.
Founder Perspective
Bart - Founder & CRO, Edgetier
"Working with Ben helped us shortcut many mistakes we would otherwise have made. We built a professional sales organisation much faster, which directly accelerated our growth."
The key insight: Professionalizing go-to-market operations while maintaining momentum requires clarity on what defines a good opportunity, structure around how deals progress, and deliberate engagement with decision-makers early in the process
About the company:
Edgetier
EdgeTier applies AI to customer support data to surface trends, root causes, and operational insights from conversations. It helps support leaders improve quality, reduce friction, and spot issues earlier.
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