$7.8 million in new enterprise pipeline.

Situation

Our client is a market leader in pay-equity software. Its product helps large employers analyze and fix how they pay people, and its buyers sit in HR, total rewards and legal at companies with tens of thousands of employees. The company hired us to open enterprise doors.

Enterprise software deals stall for a predictable reason. The buying committee is large and busy. One person gets an email, does not own the decision alone, and either forwards it into silence or deletes it. Meanwhile the sales team waits for an inbound lead that may never arrive.

The goal was new enterprise customers, not activity. Every account we touched had to be large enough to matter.

What we built

We ran two channels as one conversation.

Enterprise-only targeting. The list held Fortune 500 banks, insurers and household technology names. We sized every account before it entered the list, so no small deals diluted the pipeline. Our research team found the executive sponsor, the budget owner and the program lead at each company and checked every address by hand.

One note to the whole committee. One thread reached every stakeholder at the account at once. Nobody waited on an internal forward, and nobody could say they missed it. The opener led with proof: companies the buyer would recognize already used the product, and we put a concrete pilot offer in front of the committee. Every email was written by hand.

LinkedIn video and voice to the same people. We recorded short personal videos and voice notes, under a minute, for the same decision-makers and sent them inside the LinkedIn message thread. A face and a voice stand out in an inbox full of text.

Two channels, one conversation. Email opened the account and LinkedIn kept it warm. Prospects had met the client twice before the first sales call.

A hand-built Fortune 500 test first. Before scaling, we ran a hand-built test against Fortune 500 HR leaders. It produced 11.1% positive replies, roughly 10 to 20 times what a cold list produces. That result set the copy and the targeting for the full program.

The same motion also runs for a leading enterprise coaching platform that sells to the same kind of buyer. That program is measured separately and is not part of the numbers below.

Results

The program has put the client’s sales team in front of 16 enterprise accounts. Each one has had a meeting or has one booked with the people who own the decision, most often the head of total rewards or compensation and often the chief people officer.

The accounts are Citigroup, Comcast, Bank of America, BMO, Cisco, Abbott, Arthur J. Gallagher, Paychex, Reinsurance Group of America, DXC Technology, Fluor, Global Payments, Erie Insurance, Johnson Controls, Warner Music Group and EllisDon.

Together they add an estimated $7.8 million in new enterprise pipeline. None of it is counted as closed revenue. These are open opportunities that the client’s sales team is working now, and the furthest along are already discussing contract terms.

Twelve of the meetings came from the note to the committee and three from LinkedIn voice notes.

The pipeline is still growing. Seven more accounts have replied with interest, and six of them have asked for a call or a demo. None of those meetings is on the calendar yet, so they are not counted in the pipeline figure.

What we would do next

• Keep the committee thread as the spine. It is the piece that makes enterprise outreach work, so every new segment starts there.
• Scale the video layer. Personal video for every committee member at every target account, recorded to a script the sales team approves.
• Run the reply desk on the copilot. Every reply gets classified, researched and drafted for one-click approval, so a senior buyer never waits.
• Add events and small dinners for the warmest accounts. When a committee is already in conversation, an in-person setting shortens the path to a contract.

Sources and method. Source data: the program’s command center, the shared tracker where every reply, lead and booked meeting is logged, as of September 23, 2026. Pipeline counts each enterprise account with a meeting at an estimated $500,000 in annual contract value, or at the proposed contract value where one exists. It is not closed revenue. Accounts that replied but have no meeting are left out. The client is described, not named, under our client privacy policy. Account names are published with the client’s approval.