How We Helped a Mid-Market Fintech Scale Revenue by 32% in 80 Days
Client Overview
Our client is a mid-market fintech company specializing in SMB lending solutions in North America. Despite having a strong product, they faced sluggish revenue growth, a long sales cycle, and underperforming lead generation strategies.
The Challenge
Stagnant Growth
Revenue had plateaued for the last 2 quarters.
Inefficient GTM Strategy
Marketing and sales teams lacked alignment and clear metrics.
Low Lead Conversion
Existing campaigns were generating leads, but conversion rates were below 10%.
Limited Digital Presence
Competitors were outranking them in visibility and thought leadership.
Our Approach
We conducted a full-scale diagnostic assessment across marketing, sales, and operations. Here’s how we executed the transformation:
GTM Strategy Overhaul
- Redesigned Go-To-Market (GTM) framework aligned with revenue targets.
- Introduced value-based messaging for SMB owners.
Digital Acquisition Engine
- Implemented LinkedIn demand generation campaigns targeting decision-makers in SMB sectors.
- Launched content authority playbook (case studies, whitepapers, email drip sequences).
Sales Enablement & Training
- Created conversion-focused sales scripts and objection handling frameworks.
- Deployed CRM optimization with automation for follow-ups and pipeline visibility.
KPI-Driven Accountability
- Weekly performance reviews with a real-time Revenue Dashboard.
- Established daily SDR activity targets and MQL-to-SQL conversion benchmarks.
The Results in 80 Days
- 32% Revenue Growth (Exceeded target of 25%)
- 15% Increase in Lead-to-Close Ratio
- 40% More Qualified Leads via LinkedIn & Email Campaigns
- Reduced Sales Cycle by 12 Days
Key Success Factors
Data-Driven Decision Making
Alignment Across Sales & Marketing
High-Impact Digital Acquisition Strategy
Client Testimonial
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Client Overview
Company : Mid Size Manufacturer
Industry : Manufacturing
Headquarters: Ontario, Canada
Employees: 450
Annual Revenue: $120M
X Manufacturing Ltd. is a mid-sized industrial manufacturer specializing in precision components for the automotive and aerospace industries. With multiple facilities across North America, Weston faced growing operational complexity, manual workflows, and disconnected legacy systems.
The Challenge
Weston’s leadership team recognized that outdated systems were constraining growth, data visibility, and efficiency across departments.
Fragmented Systems
ERP, inventory, and CRM systems weren’t integrated, creating silos.
Manual Processes
Finance, production scheduling, and supply chain were heavily Excel-based.
Data Inconsistency
Limited real-time insight into plant performance and profitability.
Scalability Issues
Legacy systems couldn’t support new product lines or acquisitions.
Lack of Digital Vision
No unified roadmap for modernization or cloud transformation.
Weston needed a strategic partner to assess its current state, define an ERP roadmap, and align IT capabilities with business growth goals.
The Approach
Our consulting team led a 12-week ERP Strategy and Digital Transformation Engagement, modeled on best practices from Weston enterprise transformation and Manufacturing vision Framework.
Discovery & Diagnostic (Weeks 1–3)
- Conducted 15+ stakeholder interviews (CFO, COO, Supply Chain Director, Plant Managers).
- Mapped 25 core business processes and identified 9 critical inefficiencies.
- Performed ERP maturity assessment using Info-Tech’s ERP Readiness Framework.
- Benchmarked against top-tier manufacturers using Slalom’s Operational Excellence Model.
ERP Strategy Design (Weeks 4–8)
- Developed a Future State Process Map linking operations, finance, and customer workflows.
- Evaluated ERP platforms (SAP S/4HANA, Microsoft Dynamics 365, Oracle NetSuite).
- Created a business case quantifying ROI: 23% cost savings and 18% productivity improvement.
- Defined KPIs: Order cycle time, OEE (Overall Equipment Effectiveness), and cost per unit.
Digital Transformation Roadmap (Weeks 9–12)
- Developed a 3-year digital roadmap aligned with strategic goals.
- Prioritized initiatives: ERP modernization, predictive maintenance, and data analytics.
- Established governance model and change management framework.
- Delivered board-level presentation to secure executive alignment and funding.
The Solution
Weston selected Microsoft Dynamics 365 ERP as its core digital platform due to scalability, cloud capability, and manufacturing-specific modules.
Solution Highlights
- Cloud ERP implementation across 3 plants.
- Integration with Power BI for real-time analytics.
- Automated production scheduling and inventory control.
- Digital workflows for procurement and quality assurance.
- Training and adoption program for 300+ users.
The Results
After 6 months of execution, Weston achieved significant improvements across key operational areas.
Metric | Before | After | Improvement |
Order Processing Time | 5 days | 2 days | 60% faster |
Inventory Accuracy | 78% | 97% | +19 pts |
Production Downtime | 14% | 8% | -43% |
Monthly Financial Close | 10 days | 4 days | 60% faster |
Cost per Unit | $3.20 | $2.65 | -17% |
Business Impact:
- Unified data environment enabling real-time insights and decision-making.
- ERP-driven process automation reduced manual effort by 40%.
- Enabled scalability for upcoming facility expansion and new product lines.
Client Testimonial
Key Takeaways
Align digital initiatives with strategic business goals before selecting technology.
Executive sponsorship and change management are critical for ERP success.
A phased approach ensures transformation momentum while minimizing disruption.