When I joined Wrapmate, the company was doing about $1M in revenue.
Great product. Solid team. But no predictable pipeline.
Leads came in through ads, but the targeting and audience were suspect, at best. Sales spent their days chasing low-quality opportunities. Marketing was busy, but not effective. CAC… that wasn’t even a KPI that was getting tracked.
The business wasn’t broken. It was just trying to figure things out. Mostly reactive. Rarely planning beyond what was in front of them.
So we did something most teams avoid: we slowed down, audited every system, and rebuilt the engine from the inside out.
Our Focus… Needed More Focus.
Most teams try to scale multiple go-to-market motions at the same time.
But here’s the part nobody wants to say out loud:
You only earn the right to build multiple GTMs after ONE motion becomes predictably profitable.
At Wrapmate, that motion was D2C — the “one-off,” Joe-the-Plumber customer. Not enterprise. Not glamorous. But it became our floor. Our training ground. Our predictable revenue engine.
And it wasn’t predictable at all when I joined.
Before I ever touched spend or campaigns, I ran an audit.
And what I found was… ugly:
For every 100 leads we generated, only ~15 were actually ICP.
That means 85% of our budget was being wasted.
Our systems weren’t broken. They were just misaligned.
1. So we started with the foundation: audience → messaging → story.
No hacks. No channel testing.
We clarified:
Who we were actually targeting
What problems they cared about
What outcomes we could promise
And what story earned attention
Once that landed, everything else snapped into place.
2. Then we reallocated spend — slowly, deliberately, and with data.
At the time:
90% of our spend was on Google
10% was on Facebook
Google gave us cheap leads ($2–$3). But cheap leads were killing our pipeline. They weren’t our ICP. They weren’t ready. They weren’t profitable.
Meanwhile, Facebook — despite higher CPLs ($10–$15) — was quietly producing real buyers.
So we made a call founders and CEOs hate: we shifted spend from “cheap volume” to “expensive quality.”
Over the next 12 weeks, we moved dollars from Google → Facebook.
And here’s the punchline:
Our ICP fit went from 15% → 95% “overnight”.
Not exaggeration. Not a lucky week. A consistent, repeatable change.
High-quality leads turned into predictable revenue. And CAC actually dropped.
3. Then we engineered SDR-level responsiveness — without SDRs.
The influx of better leads meant we needed speed. But we didn’t have SDRs.
So we built the systems:
Automated AE-branded emails
Smart SMS outreach
Lead scoring + prioritization
Hand-raiser triggers
Fast follow-up logic
Routing based on intent
It wasn’t “follow-up.” It was orchestration.
4. And that’s when the engine took off.
Once the right leads were coming in and the right systems were responding, the numbers jumped — fast:
AEs went from 20–30 deals/month → 100+ deals/month
50% of deals closed within 7 days
SQL→Close rates skyrocketed
Pipeline became forecastable
CAC stabilized
Every $1 spent returned ~$8 in revenue
We weren’t guessing anymore. We were engineering outcomes.
And that one dialed-in GTM — D2C — became the foundation for Fleet, PVP/Franchise, and eventually OEM and enterprise. But none of those would’ve worked without the first engine.
What Most Companies Miss
Every company says they want predictable growth. But here’s what I believe…
Predictability doesn’t come from marketing… it comes from alignment.
Most founders describe their teams like separate planets:
Marketing tracks MQLs and CPLs.
Sales measures booked calls.
Ops measures installs, churn, and delivery.
Everyone’s busy, but the system isn’t compounding. And that’s the real drag on growth… your people are working hard, but not together.
On a recent episode of Predictable B2B Growth, I said:
“Alignment isn’t a meeting. It’s a set of shared definitions, metrics, and feedback loops that make revenue a team sport.”
And that’s exactly what we built at Wrapmate.
We didn’t just generate better leads… we engineered clarity across the entire revenue system. Once that data started flowing, the noise disappeared. The guesswork vanished.
And predictable growth stopped being a dream… it became math.
The 3 Levers of Predictable Growth
Here’s what I’ve learned scaling Wrapmate and advising other B2B companies:
Every predictable growth engine sits on 3 levers.
1. System Clarity — You can’t scale what you can’t measure.
Audit your funnel.
Identify where leads stall.
Build one unified source of truth for pipeline data.
This is what allowed us to see the 15% → 95% ICP problem instantly.
2. Cross-Team Alignment — Everyone rows the same direction.
Marketing owns quality, not just volume.
Sales commits to fast follow-up.
Ops communicates capacity.
This is where we saw SQL→Close rates spike and sales cycles collapse to 7 days.
3. Revenue Engineering — Model growth like finance, not marketing.
Reverse-engineer your targets (deals → SQLs → leads → spend).
Build best/base/low scenario models.
Let data, not ego, drive decisions.
This is how we began forecasting $1 → $8 returns with confidence.
These levers turn “hopeful marketing” into a repeatable business system.
Real Talk for CEOs & Founders
If your pipeline feels inconsistent, it’s almost never a marketing problem — it’s a systems problem.
Here’s what actually fixes it:
Audit your systems before your strategy. Don’t scale chaos.
Align marketing + sales around one definition of “qualified.” It fixed 90% of our friction — it’ll fix yours.
Model your pipeline math. Forecast leads, deals, and revenue like a finance function.
Once those 3 pieces click, you’re not chasing growth — you’re engineering it.
Want to Go Deeper?
Listen to Episode 25 of my podcast, Predictable B2B Growth. I break down 2 proven marketing strategies that turn randomness into repeatability.
Until next time,
– Javy
