Company Context

NexaCloud is a B2B SaaS company that sells workflow automation software to mid-market and enterprise manufacturers. The company has grown to $48M ARR, serves 420 customers, and has historically won deals through operations managers and plant-level champions. NexaCloud now wants to move upmarket into larger, multi-site accounts worth $250K-$1M annually. The challenge is that while end users like the product, deals increasingly stall because NexaCloud lacks strong relationships with economic buyers and executive decision-makers such as CIOs, COOs, and procurement leaders.

Strategic Situation

You are the new Head of Strategy. The CEO wants a practical plan for how NexaCloud should build relationships with decision-makers inside target client organizations over the next 12 months. This matters now because the company’s average sales cycle has lengthened, win rates in enterprise accounts have fallen, and competitors with stronger executive access are winning larger contracts. Your recommendation should address which stakeholders to prioritize, how to engage them, and what commercial model will improve conversion without materially increasing CAC.

Data Points

Additional facts:

• Main competitors, FlowForge and PlantOS, both employ industry-specific executive sales teams.
• NexaCloud has 8 account executives, 3 solution consultants, and 1 customer marketing manager dedicated to enterprise.
• Budget available for new GTM initiatives is $2.5M over 12 months.
• The board expects enterprise ARR bookings to rise from $9M to $16M next year.

Deliverables

1. Define a structured approach for identifying and prioritizing decision-makers within target accounts.
2. Recommend how NexaCloud should build credibility and relationships with those stakeholders across the buying journey.
3. Assess whether the company needs changes in account coverage, messaging, partnerships, or executive involvement.
4. Estimate the impact of your proposed approach on win rate, sales cycle, and enterprise bookings.
5. Propose a 12-month go-to-market plan with milestones and success metrics.

Constraints

• The plan must show measurable impact within 12 months.
• Budget is capped at $2.5M incremental spend.
• Sales headcount can increase by at most 4 roles.
• Product roadmap changes should be minimal; this is primarily a commercial strategy problem.
• The company cannot pursue all 35 enterprise accounts equally and must prioritize.