Case Study: Escala 24x7. Calibrated to recurring relationships, proposal-to-close discipline, and the architectural complexity of multi-service offering portfolios.
When it comes to sales performance, the intention is not all that counts.
CSO Insights research shows that nearly 60% of forecasted deals in B2B sales slip to the next quarter. For a services firm managing partner utilization, that is not a forecast problem — it is an operations problem. Your delivery schedule is built on deals that will not close on time
95% of high-performing sales teams closely adhere to a defined sales process — while underperforming teams treat process as optional. The differentiator is not talent or territory. It is the discipline to run the same play, every time, as needed with every deal.
Companies using structured forecasting analysis are 28% more likely to hit quota than those relying on manual judgment. Structure is not overhead — it is competitive advantage.
Traditional data-quality controls are not closing the gap. Pressuring sellers makes it worse. The problem is architectural.
Source: CSO Insights; Brooks Group 2024.
Escala 24x7 is a mutli-service B2B firm offering managed services, professional services, and cloud-related offerings to enterprise customers. The firm engaged Inselligence to architect a redesigned revenue operating system that could handle the dual dynamic of recurring service relationships and new-business pursuit, with operating visibility across service categories.
The engagement included a Diagnostic, a CRM transition, a Transformation, and an ongoing Embedded Practice relationship. The redesign extended beyond sales into marketing synchronization, ensuring that marketing investment matched what the redesigned sales motion actually needed.
Services firms run dual commercial motions: sustaining recurring relationships (account management) and pursuing new business (sales). The operating model has to handle both without fragmenting accountability or letting one dominate the other.
Multi-service firms have offering portfolios where different services have different sales cycles, different decision-makers, and different competitive dynamics. The pipeline architecture has to capture the differences without imposing a one-size-fits-all stage structure.
Services selling lives or dies on proposal quality and the discipline of the proposal-to-close cycle. The operating model has to instrument proposal performance and create executive visibility into where the cycle breaks down.
Marketing in services firms must produce the specific kinds of leads, signals, and conversations the sales motion actually consumes. Misaligned marketing investment in services firms waste more than it produces.
Existing customer expansion is the highest-leverage growth lever in most services firms - and the most under-architected. The operating model has to make expansion an explicit motion, not an opportunistic byproduct.
Before Inselligence, we were running our commercial operation on a CRM that was generating reports nobody used and a sales process that had grown faster than the operating model underneath it. The Inselligence team didn't show up with software to sell. They showed up with an architectural lens — they told us our CRM was wrong, helped us choose and migrate to one that fit, redesigned how our team operates across service categories, and synchronized marketing to what sales actually needs. The result is a commercial system we can actually run from. We made better decisions immediately and have continued to improve through their ongoing partnership.
— Ignacio Perez, Chief Revenue Officer, Escala24x7
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