A senior workshop on the business model, construction buying cycles, differentiators, sales and marketing alignment and revenue operations.
Case study. Kahua
A challenger against well-funded incumbents. 60 per cent ARR growth in year one.
60%ARR growth in year one
$8m to $23mARR over three years
Aheadof target in years two and three
01The challenge
Kahua is a cloud-based project management platform used on large infrastructure, transport, healthcare and education projects. It was a disruptor in an industry dominated by legacy software and wanted a go-to-market strategy that would let it grow faster than better-funded rivals.
- Low brand visibility in a crowded market dominated by established players.
- Marketing spend with no clear view of what was working.
- Well-defined ideal customers, but no predictable demand from them.
- Gaps in message testing and market feedback.
- A wish to build its own marketing team rather than rely on outsourced delivery.
02What we did
Diagnosis first. Then a plan the team could run.
The market broken into specific audiences by vertical, project scale, buying intent and role, each with its own problems and reasons to buy.
Competitive benchmarking to find whitespace, and analysis of which messages worked at each stage of the buying journey.
Budget concentrated on the channels that reach construction, public sector and infrastructure decision-makers, measured on return rather than clicks.
Marketing, sales and customer success aligned across the funnel, with monthly and quarterly reviews of lead quality and conversion.
Knowledge sessions so Kahua’s own team could run campaigns and analysis without depending on us.
03What happened next
Kahua left with a measurable go-to-market framework, full-funnel visibility and a stronger in-house marketing team, including new hires.
“We could never have gotten where we are without them.”
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Bring an opportunity that stalled, an offer you struggle to explain or a market you want to reach.