Proof, not promises.

Three transformations led by the REVUP team: a cloud provider, a national telecom operator and a global enterprise cloud business. Clients are kept anonymous; the numbers are real.

Case 1 · Specialized cloud and managed IT provider

From regional provider to national contender.

+76%Total revenue growth
55%Annual growth in the flagship segment
5.5xDeals created, year over year
4 yrsRunning in a leading global analyst ranking

The plateau

A capable, well-run managed service provider with loyal customers, and a ceiling.

  • Revenue concentrated in one region, with little presence elsewhere in the country.
  • A long tail of small, low-margin accounts consumed most of the team's time.
  • Generic multi-tenant infrastructure that was hard to differentiate from larger providers.
  • Little recognition outside the existing customer base.
  • Then 2020: a pandemic that pushed many similar providers into decline.
Strategy

One strategy, four pillars, sixteen initiatives.

The first strategy we built with leadership was EPIC. Every initiative had a code, an owner and KPIs, and every one tied back to a single growth ambition: become the leader in a specialized cloud category.

EExpandPortfolio, reach and capabilities
  1. E1 Build new products and services
  2. E2 Expedite the marketing engines
  3. E3 Enable and grow the talent base
  4. E4 Differentiate what we offer and serve
PPenetrateSelected markets and segments
  1. P1 Prioritize targeted verticals
  2. P2 Shift the segment focus
  3. P3 Farm the fish, hunt the whales
  4. P4 Acquire to gain capabilities
IInnovateIn proprietary technology
  1. I1 Establish an innovation powerhouse
  2. I2 Own IP through software development
  3. I3 Build a proprietary control plane
  4. I4 Produce in-house SaaS solutions
CCapitalizeOn investments
  1. C1 Monetize the infrastructure
  2. C2 Speed up and improve service delivery
  3. C3 Improve processes, boost efficiency
  4. C4 Invest in productivity tools
Strategy, generation by generation

When the plan works, you write the next one.

EPIC took the company off the plateau. We refreshed it in 2023, then built SUCCEED to carry the next five years: from growing fast to dominating the industries it targets.

  1. 2020 – 2022

    EPIC

    Four pillars and 16 initiatives to expand the portfolio, penetrate chosen segments, innovate in proprietary technology and capitalize on investments.

  2. 2023

    EPIC+

    A mid-course update with six focus areas: revamped products, streamlined SKUs, new processes, customer transparency, a product specialist group and new markets.

  3. 2024 – 2028

    SUCCEED

    Seven pillars and 20 initiatives, cascaded into department roadmaps and measured by ten corporate KPIs.

SUCCEED
1strategy
7programs
20initiatives
5department roadmaps
10corporate KPIs
S1

Strengthen our products

  • Expand cloud-platform products and services
  • Build a best-in-class high-performance portfolio
  • Improve value-based service management
  • Optimize the product experience
U2

Unlock the security services

  • Establish a compliance service stack
  • Grow security operations services
  • Standardize the virtual CISO offer
C3

Create a winning culture

  • Build a world-class organization through automation
  • Develop best-in-class talent
  • Achieve a top-performing sales organization
C4

Capture value from controls

  • Tighten controls to capture missed revenue
E5

Extend efficiency and effectiveness

  • Improve efficiency through better business practices
E6

Expand partnerships and footprint

  • Activate winning partnerships
  • Expand indirect and digital channels
  • Pursue mega projects
  • Acquire to accelerate growth
D7

Drive operational excellence

  • Establish key service processes
  • Upgrade internal systems
  • Deploy capital where ROI is highest
  • Make decisions on real-time analytics
KPIs

Four-year targets

  • 30% higher operational efficiency
  • 25% lower operating costs
  • 99% customer satisfaction
  • 25% higher employee engagement

Governed by a program office: one charter per initiative, weekly flash reports and KPIs to the CEO, and a yearly kickoff to reset targets.

Programs and execution

What we built and ran.

A shift to larger customers

We moved the focus from fragmented small accounts to medium and large enterprises, with account plans for the biggest opportunities. The largest single deal in company history was bigger than three earlier years of new business combined.

A flagship product line

We turned infrastructure into a branded, high-performance workspace line built for specific user types and applications, then scaled it into the company's main growth engine.

A proprietary platform

We launched a customer platform that packaged compliance, security and managed services as subscriptions, and gave customers visibility and control.

Marketing and sales engines

We rebuilt outbound, digital campaigns, analyst relations and the sales cadence. In one year the team created 5.5 times as many deals as the year before, producing the largest pipeline in the company's history.

A national footprint

We took the company from a regional focus to balanced revenue across the country, with growth in every region.

An operating rhythm

Annual kickoffs set the targets. Quarterly all-hands meetings and business reviews tracked every program, so the whole company saw the same scorecard.

Results

Growth in every line that mattered.

Total revenue grew 76%. The flagship high-performance segment grew 55% a year through the core transformation. The business became more recurring, more differentiated and more valuable.

Recurring share of revenue, before
76%
Recurring share of revenue, after
90%
Revenue growth by business line: cloud services up 282 percent, security services up 108 percent, total revenue up 76 percent, smart managed services up 22 percent Cloud services +282% Security services +108% Total revenue +76% Managed services +22%
Revenue growth by business line over the engagement. A software subscription resale line also grew 13 times over in four years.

Beyond the numbers.

Before

  • Regional managed service provider
  • Many small, low-margin accounts
  • Generic, hard-to-differentiate infrastructure
  • Known mainly to existing customers

After

  • National presence with growth in every region
  • Medium and large enterprises as the core
  • A branded flagship line and a proprietary platform
  • Recognized in a leading global analyst ranking, four years running
  • Part of a national, investor-backed IT services platform
More from our track record

The same path, at a larger scale.

Before and alongside our cloud work, the REVUP team led growth programs inside a national telecom operator and a global enterprise cloud provider.

Case 2 · National telecom operator

Building an enterprise ICT and cloud business from the ground up

The operator was strong in consumer mobile and barely present in enterprise. We set up the enterprise products function, launched data center and cloud services, built the sales and alliances engine, and grew it into a market leader over nine years.

$420MNet new revenue, six straight quarters over target
#1Nationwide in new business acquisition
>100%Year-over-year revenue growth, then 85% the next year
30+Enterprise products launched, 90% first to market
  • Strategic alliances with global technology vendors generated more than $100M in incremental revenue.
  • Channel revenue contribution grew from 11% to more than 30%.
  • The consumer data business reached a 70% national market share.
  • Two global vendor awards for innovation.
Case 3 · Global enterprise cloud provider

Turning a siloed sales region into one commercial engine

The cloud business sat inside a much larger technology group, competing for attention with the core product lines. We aligned seven sister organizations behind one go-to-market plan, rebuilt the regional sales pods and introduced a pilot-to-win program for enterprise buyers.

208%Growth in enterprise cloud revenue
200%Year-over-year growth in new enterprise logos
5xQualified pipeline against quota
100+Enterprise deals closed in under a year
  • Double-digit growth for five consecutive quarters.
  • Deal cycles shortened by more than 20% by removing approval bottlenecks.
  • Sales funnel expanded 168% across eleven states.

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