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What went in (6 fields)

Your name
Sarah Chen
Your role
Independent Management Consultant
Client industry
Healthcare SaaS
Timeline
6 months
Challenge
Sales pipeline stalled — deals taking 90+ days to close
Key result
34% faster pipeline velocity, $2.1M in recovered pipeline
1
Case Study
~350 words
How a Healthcare SaaS Company Cut Deal Cycles by 34% Without Adding Headcount
The Challenge
When Meridian Health Technologies brought Sarah Chen in for a revenue operations engagement, their sales team was losing deals they should have won. Opportunities were stalling in mid-funnel for 90+ days — not because of product fit issues, but because of process friction nobody had mapped. By the time deals finally moved forward, competitors had moved in. The VP of Sales estimated they were leaving $3–4M in annual pipeline on the table from velocity alone.
The Solution
Sarah conducted a full RevOps audit across four functions: sales process, CRM hygiene, handoff protocols between sales and customer success, and deal desk approvals. The audit revealed three friction points that together accounted for 60% of the delay: undefined champion identification criteria, an approval chain that required VP sign-off on deals under $50K, and a demo-to-proposal gap averaging 11 days. Over six months, Sarah redesigned the deal progression framework, rebuilt Salesforce stage criteria, and trained the team on a new qualification standard. The approval threshold was raised, and a new async demo follow-up protocol was implemented to cut the proposal gap to under 48 hours.
The Results
Pipeline velocity improved 34% in the first full quarter after implementation. Average deal cycle time dropped from 91 days to 60 days. The team closed $2.1M in previously stalled pipeline within the first 90 days. The VP of Sales reported that their sales team felt "finally back in control" of their forecast — and deal desk approval requests from the sales team dropped by 40%.

"Sarah didn't just fix our process — she gave us a framework we could actually operate. Six months in, our team owns it. The velocity improvement was real, but what surprised me was how much calmer our forecast conversations got."

— VP of Sales, Meridian Health Technologies
What Made It Work
The key wasn't finding new problems — it was quantifying the cost of ones the team had already normalized. Once Meridian could see what each friction point was costing them in revenue terms, the case for change was obvious. Sarah's approach: audit first, build consensus around the numbers, then redesign.
2
LinkedIn Post
Ready to publish
S
Sarah Chen
Independent Management Consultant · RevOps
A healthcare SaaS company came to me with a forecast problem. Their best deals were taking 91 days to close. Not because of product fit. Not because of pricing. Because of three process gaps nobody had ever mapped. We fixed all three in six months. Results: → Pipeline velocity up 34% → Average deal cycle: 91 days → 60 days → $2.1M in stalled pipeline closed in 90 days → VP approval requests from sales: down 40% The most surprising part? The team knew something was wrong. They just didn't know it was costing them $3–4M a year. When you put numbers on a problem everyone's normalized, the case for change makes itself. If your forecast feels out of control, it's usually not a people problem. It's a process problem in disguise.
3
Headline Proof Points
For proposals, website, portfolio
A
34% faster pipeline velocity — 6-month RevOps engagement, healthcare SaaS
B
Recovered $2.1M in stalled pipeline. Cut deal cycles from 91 to 60 days.
C
When their forecast stopped making sense, we fixed the process underneath it.

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