Industry Context
Energy software firms are under pressure to pivot from perpetual licenses to ARR-driven models. Boards and investors demand proof of growth potential during restructuring cycles.
The Challenge
- Stagnant growth from low-margin maintenance contracts.
- Execution bottlenecks, attrition, and capability gaps.
- New leadership tasked with ARR growth for valuation uplift.
The Aha! Insight
The challenge wasn’t just product innovation. The real issue was a commercial engine without structure. SBI reframed the problem as a capability and governance gap.
SBI's Approach
- Established a Revenue Growth Office to coordinate growth initiatives.
- Designed and executed a sales campaign with persona-based value propositions.
- Built inside sales capability (roles, comp, playbooks) to scale top-of-funnel.
- Launched Growth Rooms to interrogate complex deals and improve win rates.
Before vs. After
Before SBI
Maintenance-heavy revenue, no inside sales, stalled execution. |
After SBI
ARR engine, inside sales capability, deal-focused Growth Rooms. |
Results
- 26% YoY growth (vs. 1.1% industry CAGR).
- +6.8pp win rate for RGO-managed deals.
- $11.5M incremental license bookings.
Role-based Impact
- CEO: Growth trajectory restored above market.
- CFO: ARR growth improved enterprise value.
- CRO: Improved win rates and campaign discipline.
- CMO: Clearer value propositions by persona.