Andra Sas

Starmind’s solution underwent a few strategic pivots since being founded in 2010. While its evolution over time was closely aligned with its audience’s changing needs and expectations, the brand perception at the beginning of the rebrand project pointed toward discrepancies in how internal and external stakeholders would describe Starmind’s solution and purpose.

The brand relaunch aimed to capture the brand essence, purpose, competitive advantage, and personality while also clearly communicating the value it can deliver to enterprise companies in its target markets.

Done in close collaboration with the company’s CEO and founder, the relaunch encompassed a company-wide collaboration, external stakeholder interviews, and an iterative approach to defining an identity that would position Starmind in the knowledge collaboration category, increase the understanding of its solution from 10 to 80% (website-based), and unify brand elements to communicate a cohesive story.

IWG’s way of working was audited to assess alignment on prospect and customer touchpoints across the entire customer journey, aiming to identify opportunities to boost customer centricity.

The company’s leadership brought together critical sales, marketing, and customer success representatives to lead an initial audit of these interactions and drive its transformation.

Taking the lead from the marketing side, I collaborated closely with the head of sales and the company’s CSO to map, optimize, and update all touchpoints across the customer journey. Success was measured daily at the individual touchpoint level, emphasizing sales call conversion to site visits and agreement signing. Call listening, sales team training, call transcript development, and supporting asset development were required to achieve the desired results.

While the project was initially launched as a sales pilot across one call center, it had a potential monthly revenue of €11 million. The new working method was adopted within a few months across the entire company.

Like most fast-paced scaleups, Starmind aimed to boost its market presence in core markets and set clear demand-generation goals aligned with its overall revenue goal.

To optimize marketing resources and maximize output, our approach involved building a marketing team across key pillars of our strategy while leveraging external services as needed. We restructured the marketing strategy, incorporating new channel activations, such as paid advertising, SEO, nurturing, and automation. We achieved real-time campaign tracking and personalized nurturing by implementing a lead scoring model and CRM nomenclature, resulting in improved conversion rates. Additionally, we aligned marketing and SDR handover, emphasizing transparency and proactive communication to seamlessly transition leads from MQL to SQL stages in the conversion funnel.

Our strategic approach, unique value proposition, and targeted core solutions led to a remarkable 40% increase in MQL to SQL conversion rates. The quality optimization efforts also led to top-of-funnel conversion rates above 70% (NNL-MQL-SAL) by fine-tuning targeting across paid channels and implementing effective nurturing strategies.