Client success stories
See how fiercely practical solutions lead to financial success, exponential growth, and thriving teams.
Building a Scalable Sales Engine Ahead of an IPO
Summary
A financial data company preparing for an IPO needed to revamp its sales strategy, strengthen its team, and build a scalable revenue infrastructure to meet critical growth targets.
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A financial data company specializing in market data and analytics
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Sales Optimization & Effectiveness, Fractional CRO, Talent & Organizational Strategy
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Preparing for an IPO, the client needed to reverse an underperforming sales trajectory and build a scalable revenue function. Their sales team excelled in account management but lacked the skills to acquire new business, relied too heavily on auto-renewals, and lacked critical sales infrastructure. Additionally, the potential departure of their CRO created a leadership gap that threatened to stall progress.
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Conducted a sales diagnostic to assess weaknesses and opportunities.
Provided high-performing sales talent to boost new business acquisition.
Delivered coaching & training to improve seller effectiveness.
Installed a fractional CRO to guide the team and maintain momentum.
Restructured compensation to better align with sales goals.
Developed sales infrastructure to support long-term growth.
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9%+ YoY revenue increase in Q4, reversing the initial -4% trajectory.
Built a new logo acquisition team with the right leadership and processes.
Shifted to proactive customer engagement, reducing reliance on auto-renewals.
Avoided a six-month leadership gap by providing an interim CRO.
With these improvements, the company entered its IPO phase with a high-performing sales team and a strong revenue trajectory.
"Top Line brought the leadership and structure we needed at a critical moment. Their fractional CRO kept us on track, their team helped us transform our sales approach, and the results speak for themselves—a dramatic improvement in revenue growth and a sales team better equipped for the future."
- CEO, FINANCIAL DATA COMPANY
Transforming Sales Strategy for a B2B Information Provider to Drive Growth and Rapid ROI
Summary
A B2B information services provider engaged Top Line to improve revenue growth, sales effectiveness, and leadership capabilities—ultimately transforming its sales organization from product-centric to customer-focused to achieve those goals.
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A B2B information services provider specializing in subscription-based market intelligence and analysis
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Sales Optimization & Effectiveness, Talent & Organizational Strategy, Leadership Development & Alignment
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The client’s product-centric sales structure created inefficiencies, with multiple sales teams contacting the same accounts and leading with product features instead of customer value. Sales reps struggled to justify premium pricing, and leadership lacked formal training to drive necessary performance improvements. Without a strategic shift, the company risked stagnant growth and missed revenue opportunities.
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Conducted a sales diagnostic to assess weaknesses and opportunities
Redesigned the sales organization, shifting from product-focused to customer-centric, industry-aligned teams
Developed and launched a Value-Based Sales Academy to train 100+ sales professionals
Provided leadership coaching to equip managers with the skills to sustain long-term growth
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100%+ goal achievement for all new business sales representatives
Higher deal sizes and shorter sales cycles, improving overall sales efficiency
Five high-potential sales professionals promoted into leadership roles
Full return on investment achieved within one quarter, demonstrating immediate impact
With these improvements, the company built a high-performing, customer-centric sales team that continues to drive sustainable revenue growth and long-term success.
“Top Line Growth Partners completely changed the way we approach sales. Their team helped us shift from a product-focused mindset to a truly customer-centric strategy, and the results were immediate. Our sales reps are now more confident in having value-driven conversations, and we’ve seen incredible improvements in deal size, cycle time, and overall performance.”
— CHIEF REVENUE OFFICER, B2B INFORMATION SERVICES PROVIDER
Strengthening Leadership Capabilities at a Global Enterprise
Summary
A global enterprise with operations in 16 countries sought to transform its senior leadership team to improve cross-functional collaboration, executive delegation, and long-term business performance.
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A global enterprise with operations in 16 countries
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Leadership Development & Alignment; Talent Strategy & Organizational Design
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A multinational industry leader struggled with gaps in senior leadership capabilities, limiting executive delegation and cross-functional collaboration. With 45 senior leaders reporting to the executive leadership team (ELT), many lacked the skills, business acumen, and leadership presence required for their roles. This created bottlenecks in decision-making, a siloed culture, and inconsistent leadership development across the organization.
To improve business outcomes and executive confidence, the company needed a structured, scalable approach to leadership development.
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Conducted a diagnostic assessment to identify key leadership capability gaps
Designed a structured eight-month leadership development program, covering:
Leadership presence & communication styles
Metrics-driven management & change leadership
High-performance differentiation & coaching frameworks
Delivered a blended learning experience with in-person and virtual training
Integrated real-world business projects to reinforce applied learning
Created an accountability structure requiring active participation and engagement
Involved executive leadership to reinforce coaching culture and long-term commitment
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Improved cross-functional collaboration: Senior leaders began operating as a unified leadership team, driving business outcomes together.
Enhanced leadership capability: Leaders developed stronger executive presence and more effective leadership behaviors.
Performance transformation: Several underperforming leaders became high-potential talent, significantly improving retention.
Sustainable leadership pipeline: Graduates of the program are now teaching the next leadership cohort, ensuring long-term impact.
With these improvements, the company embedded leadership excellence into its culture, positioning itself for greater agility, stronger executive alignment, and long-term business success.
“This program was a game-changer for our leadership team. We had incredibly talented senior leaders, but they weren’t fully stepping into their strategic roles. After working with Top Line, we saw a dramatic shift—our senior leaders became more proactive, collaborative, and capable of handling higher-level responsibilities. For the first time, the ELT can focus on long-term strategy rather than getting pulled into day-to-day operations. This program not only improved leadership capabilities but also had a direct impact on our overall business performance.”
— CHRO, GLOBAL DATA AND TECHNOLOGY ENTERPRISE
Fractional leadership improves performance and compliance ahead of a transaction
Summary
A privately held, $20 million global company needed fractional CHRO support to regain stability, get the HR function back on track, and achieve compliance ahead of a potential merger.
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A privately held, $20 million global company facing a potential merger
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Fractional CHRO support and HR Assessment
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This organization faced resistance to change and financial challenges. Leadership and cultural issues made it hard for the company to pivot and succeed in the face of market and competitive challenges, and the company’s HR function was criticized for its lack of effectiveness including insufficient accountability, repeated errors, and outdated processes and systems. Senior HR leadership and long-term strategy were absent, even in the face of a potential merger.
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Immediately placed an experienced Top Line senior HR executive as a fractional CHRO.
Addressed urgent HR issues including EEOC complaints and employee relations issues.
Assumed responsibility for overseeing the HR Generalist and an internal fractional HR manager situated in the UK, to provide guidance on day-to-day tasks and policy interpretation, and to ensure alignment with the company’s strategic direction.
Collaborated with the client to define the role of an HR manager within the US and identified, interviewed, and supported the selection process.
Prepared for a potential merger by ensuring the HR function was well-equipped to navigate a transaction. This included reviewing existing HR policies and procedures, identifying potential risks and opportunities, and developing a roadmap for seamless integration.
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Successful Placement of Leadership: HR leadership with a strong understanding of global labor policies was placed as the new Global Director of HR
Enhanced Performance Management: New onboarding programs, benefits program and enrollment, cross-training initiatives, and performance management system installed.
Improved HR Data Accuracy and Compliance: Achieved 100% HRIS accuracy in employee data and full compliance with relevant regulations.
Increased Focus on Employee Development: Established monthly training programs for staff focused on areas such as performance management processes, system training, and leadership development.
Culture Shift: Introduced and modeled collaborative and coaching-oriented approach aimed to enhance employee engagement and performance.