Regional B2B SaaS Platform
A Series B SaaS platform expanding from a single GCC market into KSA and Egypt with an enterprise sales motion.
The decision the client could not afford to get wrong.
Win-rates in new markets were half the home market, deal cycles were 40% longer, and the partner channel had no measurable contribution. The board wanted clarity before approving the next hiring wave.
The structural problems this engagement resolved.
Go-to-market design
Sales motion, ICP, and channel mix are inherited from another market and underperform locally.
Pricing and packaging
Pricing pages reflect product features rather than customer value or competitive position.
Organisational design
Engineering scales faster than commercial structure, creating handoff and accountability gaps.
Compliance posture
Data, security, and procurement evidence is built reactively per deal rather than productised.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Re-segmented the ICP by buying centre and regulatory profile
- 02Rebuilt pricing into three packages with value-based anchors and clear discounting guardrails
- 03Designed a partner programme with tiered economics and joint pipeline ownership
- 04Stood up a weekly commercial review with leading-indicator KPIs
What changed, and what it produced.
The disciplines this engagement leaned on.
- Go-to-market and sales operating model
- Pricing, packaging, and commercial architecture
- Organisational design and role scorecards
- Compliance and trust-centre productisation
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