The Situation
A PE-backed national managed services provider had acquired five companies in two years — MSP, PS firm, nearshore engineering, cybersecurity, and managed services. Revenue grew, but the PS org was running five different playbooks with no integration.
- Five acquired teams, five proposal processes, zero consistency
- Scope creep and rework were the norm — requirements gathering was ad hoc
- Margins eroding: teams underpriced to win deals, then over-delivered
- Win rates well below industry benchmarks; sales cycles dragging
- Top performers leaving — morale dropping as clarity evaporated
The Approach
The CEO brought in B Street Advisors as a specialized PS partner, operating under KeyDelta's VOOCS execution framework:
1
Discovery & Baseline
Diagnostic across all legacy entities. Mapped every process from lead-to-close. Identified heroes, gaps, and competing methodologies.
2
Design & Standardize
Unified proposal process end-to-end: requirements gathering, solution architecture, value-based pricing, and a consistent value proposition.
3
Implement & Operate
New processes deployed, teams retrained, cadence installed (weekly pipeline reviews, monthly PS metrics), ownership defined at every stage.
4
Measure & Scale
KPIs established. Dashboards and accountability rhythms built to survive leadership changes.