This case study focuses on a client with a proven international offer who repeatedly failed to launch a scalable U.S. sales team.
We partnered with a company selling a high-ticket E-Com business opportunity empowering students to build a fully remote online business. While the offer performed well internationally, they had attempted to stand up a U.S. sales team twice and failed both times. There was an MVP sales process, inconsistent positioning, and no true ascension strategy. At the time of engagement, the business generated approximately $100,000–$150,000 per month across non-U.S. markets, with effectively zero U.S. revenue.
With demand validated but execution failing in the U.S. market, we rebuilt the sales operation from the ground up. This included designing a structured, multi-touch sales process built around a setter-to-closer model, clear qualification standards, and defined handoffs across the team. The process was intentionally education-driven, allowing prospects to fully understand the opportunity before making a decision, while giving the sales team a repeatable framework that could scale without sacrificing close rates or deal quality.
We refined and repositioned the offer specifically for the U.S. market by clarifying the value proposition and defining a clear buyer success path. The entry price point was increased by approximately 30% to better reflect the true value of the opportunity, while key friction points that previously slowed or stalled decisions were removed. In parallel, the offer was aligned with a long-term backend strategy, introducing a new follow-on offer priced at nearly double the original, enabling sustained growth through a structured ascension path.
Once the core offer and sales process were stabilized, we rebuilt the backend and introduced a higher-ticket ascension path. This created a structured post-sale journey that increased average customer value and lifetime value without requiring additional lead flow. In practice, the system regularly sold more than the company could fulfill, making operational capacity (not demand) the primary constraint on growth and confirming the strength of the underlying sales architecture.