Company Context

NexaFlow is a B2B workflow automation SaaS company selling to mid-market and enterprise manufacturers. The company has $28M ARR, 92 customers, and a strong position in plant-level workflow tools, but limited penetration at the enterprise level. Its average deal size is $180K ARR, average sales cycle is 5 months, and gross margin is 78%. NexaFlow's board wants the company to prove it can close larger, multi-site enterprise accounts to support a move upmarket.

Strategic Situation

NexaFlow is pursuing Titan Industrial, a global manufacturer with 40 plants across North America and Europe. Titan is evaluating whether to standardize workflow automation across its operations. This would be NexaFlow's largest opportunity to date and a critical reference account for future enterprise expansion. The CRO has asked you, as Head of Strategy, to define the end-to-end deal strategy: how to prioritize stakeholders, position against competitors, structure pricing, and build a path from pilot to enterprise rollout.

Titan is considering three options: keep its current patchwork of internal tools, expand its incumbent ERP vendor's workflow module, or adopt NexaFlow as a cross-site workflow layer. The deal must be won within the next 6 months because Titan's annual budgeting cycle closes then.

Data Points

Additional context:

• Titan requires ROI visibility within 12 months.
• Procurement wants at least 12% discount to list price for multi-year deals.
• Security review and IT architecture approval typically take 10-12 weeks.
• NexaFlow has only 4 enterprise account executives and 6 implementation consultants.

Deliverables

1. Assess whether Titan is an attractive target account and quantify the revenue opportunity for NexaFlow.
2. Develop an end-to-end deal strategy from initial qualification through negotiation and close.
3. Recommend how to position NexaFlow against the incumbent ERP vendor and the internal-build option.
4. Propose a pricing and commercial structure, including pilot vs. phased rollout vs. enterprise-wide agreement.
5. Outline the post-sale expansion plan needed to turn the initial win into a scalable enterprise growth playbook.

Constraints

• You have a 6-month window before Titan's budget cycle closes.
• NexaFlow cannot offer custom product development beyond minor configuration.
• Implementation capacity is limited; at most 2 large enterprise deployments can run in parallel this half.
• The CEO wants this deal to be margin-accretive within year 1 and usable as a flagship case study.