Pisces helped Moovila improve account executive execution, build a more disciplined BDR function, strengthen pipeline governance, and give leadership better information for revenue decisions.
The strongest result came after active consulting ended. Moovila retained the productive internal representative and continued using the systems, coaching, and processes Pisces had established.
Moovila had meaningful demand in the MSP market, experienced sales representatives, and a capable product. The problem was not a lack of effort.
Recent close rates had fallen below 10%. Representatives carried crowded pipelines that included opportunities stalled for months or years. CRM stages were being treated as evidence that deals would close even when urgency, decision authority, buying process, customer readiness, and next steps were unclear.
Discovery was often too shallow to support a compelling business case. Pricing arrived late, and discounting became one of the few remaining negotiation tools. The BDR function also needed clearer targeting, workflows, coaching, attribution, and performance management.
Adding opportunities to a crowded and unreliable pipeline would have increased activity without improving predictability.
Pisces identified three connected constraints:
Sales execution. Account executives needed stronger discovery, qualification, follow-up, prioritization, deal control, and pricing discipline.
BDR performance. The BDR team needed structured coaching, clearer expectations, better targeting, consistent workflows, attribution, and accountability for meeting quality and pipeline progression.
Revenue leadership. Leadership needed better visibility, clearer ownership, and a stronger connection between sales behavior, customer fit, implementation readiness, and retention.
Account executive coaching. Live deal reviews, call analysis, discovery workshops, role-play, demo personalization, stronger follow-up, earlier pricing ranges, and direct examination of active opportunities helped representatives distinguish evidence from optimism.
A working BDR operating system. Pisces established ICP and account tiers, role-specific messaging, call and objection frameworks, event and dormant-opportunity workflows, Apollo and HubSpot processes, meeting-source attribution, dashboards, scorecards, and regular coaching.
Pipeline governance. Clearer stage definitions, required information before advancement, and stronger controls around stale or unsupported deals reduced fictional pipeline.
Strategic revenue decisions. Pisces helped leadership clarify ownership, evaluate team performance, connect qualification with implementation readiness and retention, and decide where spending should be maintained, reduced, or redirected.
During the consulting engagement, the BDR motion created more than $233,000 in attributed opportunity pipeline across 24 opportunities.
Three opportunities from that BDR-sourced pipeline converted into average-sized Moovila customer deals.
The analyzed opportunity cohort showed an 18% close rate within a short-cycle opportunity cohort. Average sales cycle declined from nearly seven months to approximately five, a directional reduction of roughly 29%.
Moovila also reduced ongoing external sales-support spend by approximately 76% after stabilizing the operating model, removing the underperforming portion of the program, and retaining the productive internal representative.
Moovila retained the representative who responded to coaching and continued operating the system internally.
Using the targeting, messaging, workflows, dashboards, coaching structure, and accountability Pisces had established, the retained representative subsequently doubled Moovila’s BDR-sourced pipeline.
The outcome was not a temporary activity spike that required Pisces to remain embedded forever. It was capability transfer: a stronger internal representative operating a more disciplined revenue system.
Whitney Asnip, Moovila
This case shows: A B2B technology company can improve pipeline quality, sales execution, team performance, forecast integrity, and internal capacity when coaching, process, CRM workflows, governance, and leadership decisions are treated as one system.
It does not show: That Pisces alone closed the deals, that $233K was closed revenue, that the 18% cohort figure was Moovila’s company-wide close rate, or that every BDR program will produce the same result.
Results reflect the documented case-study period and are not guarantees of future performance.
Revenue Triage identifies what is most likely breaking revenue and what deserves attention first.
