QUID CASE STUDY
“We made hard changes—restructured teams, rebuilt culture, and brought clarity to our strategy. One of the first projects I initiated was working with the Cortado Group and Barry Witonsky to identify our Ideal Customer Profile (ICP). That single move aligned our focus on efforts where they mattered most.”
- Seujan Bertram, MBA, NBQ’s CEO
ICP REINVENTION
CHALLENGE
A leading data-driven insights and analytics company was challenged to understand the ideal customer profile for one of its platform offerings and its suite of intelligence products. They needed a clear picture of the market's size and wanted to understand which existing customers meet this profile. The CEO realized her revenue team was unfocused, targeting too many segments without a clear Ideal Customer Profile (ICP), resulting in:
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Inconsistent win rates
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Low lead gen conversions
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Poor average selling price (ASP) in key verticals
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Disconnected go-to-market (GTM) execution between Sales, Marketing, and Revenue Operations (RevOps)
They needed to rebuild their ICP, establish realistic segment-level forecasts, and align the revenue engine around data, not gut feel.
SOLUTION
A New Approach
We were hired to guide the company through its ICP reinvention using our proprietary segmentation framework in collaboration with Cortado.
Step 1: Analyze What’s Working (and What’s Not)
Our account analysis revealed significant differences in win rates by segment, indicating that much of the team's efforts were misaligned with where the most promising deals were located.
On the other hand, a tightly defined ICP provides for:
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Increased Sales Development Representative (SDR) win rates (conversions) and deal sizes because prospects have a greater willingness to purchase your products
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Improved targeting that leads to focused marketing efforts and more meaningful messaging
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Shorter sales cycle lengths
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Closely matched customers that are more likely to expand their purchases, remain loyal, and advocate on your behalf
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Improved goal setting for customer success and account management teams
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Better-aligned sales territories
Step 2: Build a Smarter ICP Using Segmentation
Using AI-powered clustering tools, we segmented the market into three key ICPs:
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Brand
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Agency
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Healthcare
Each segment included a playbook of attributes—firmographics, buying triggers, personas—and a tailored GTM strategy.
Step 3: Forecast with Granular Confidence
Our team then worked with leadership to build a segment-based revenue model by:
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Mapping funnel metrics for each ICP (demo-to-close rates, sales velocity)
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Tying forecasts to rep productivity and realistic ramp rates
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Aligning Marketing, Sales, and RevOps around lead needs per segment
RESULTS
The outcome?
A grounded, scalable plan with targets that reflected reality, not just investor pressure.
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80% lead generation growth
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20% increase in lead-to-sales conversions
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23% enterprise revenue growth
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Board Alignment: The new ICP structure and forecast restored trust across the boardroom
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GTM Focus: Sales leaders assigned reps to aligned segments and resourced top segments with top talent
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Marketing Precision: Campaigns were built by segment with the right volume of leads to hit the plan
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RevOps Enablement: Dashboards now track segment goals vs. actuals, enabling quick course-correction
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Sustainable Growth: With improved unit economics, the company is positioned for consistent YoY growth
Looking Ahead
The CEO can now report actuals vs. forecasts by ICP, and the CRO has a clear roadmap for talent planning and GTM investments.