Series B funded. One segment. Too much concentration risk.
The company had raised a $12M Series B with strong product-market fit in enterprise financial services. But 80% of MRR came from 6 customers. The board wanted segment diversification before Series C. The internal team had the engineering resources — but not the GTM expertise to enter a new market cleanly.
Agni was engaged as fractional CMO for 9 months to lead the full GTM expansion into mid-market compliance teams at SaaS companies — a completely different buyer, message, and motion.
Phase 1: ICP & Positioning (Months 1-2)
- 30 discovery interviews with mid-market compliance leaders
- Jobs-to-be-done mapping for the new segment
- Positioning workshop with founders + sales
- New messaging framework: lead with risk, prove with data
- Website landing page for new ICP launched
Phase 2: Channels & Pipeline (Months 3-9)
- LinkedIn ABM campaign targeting 400-account list
- Partner channel: 3 compliance consulting firms as referral sources
- Content series: “Compliance Without the Complexity”
- SDR motion designed for mid-market (higher volume, faster close)
- Quarterly business review template for segment retention
A second engine. Built from scratch.
By month 9, the new segment was generating $280K MRR from 22 customers — all mid-market, all from the new ICP. Pipeline from the new segment represented 44% of total company pipeline. The company entered Series C fundraising with genuine segment diversification and a documented, repeatable GTM motion they could present to investors.
“We needed someone who could run point on a whole new GTM, not just advise on it. That’s exactly what Agni delivered. They operated like a co-founder, not a consultant.”
— CEO, Series B Compliance SaaS
Every number on this page, with its definition.
- $280K MRR, from $0. Monthly recurring subscription revenue from customers in the new segment only. Source: the client's billing system.
- 22 customers. Paying accounts in the new segment at the end of the engagement.
- 90 days to first paid customers. From the start of the engagement to the first paid customer in the new segment.
- 4.1× CAC payback improvement. CAC payback, in months, is sales-and-marketing spend ÷ (new MRR × gross margin). The new segment is compared with the company's existing enterprise motion. Spend and pipeline from the CRM; revenue from billing.
- 44% of total pipeline. The new segment's share of all pipeline the company created by the end of the engagement, by value.