Case Study

I thought I knew how to do sales, but I realized it was a major blind spot for me. To me, this builds a bit of a moat. I thought the product would move us through this — and it’s just not. Connecting to the real problem, to dollars, to how someone’s gonna write a check... I just didn’t get what it would take to win.
You guys are showing me what it takes to really drive this forward.

Smart Access, a startup in the seed stage, focuses on enhancing worker performance in warehouses and retail floors. This includes increasing productivity per shift, facilitating faster training, and driving higher retention rates of employees. Following initial success with a Fortune 50 partner, CEO Tim Regnier recognized the need to validate and build a repeatable enterprise-focused go-to-market strategy and sales approach. The primary challenge was determining whether their existing value proposition and solution would resonate across the broader enterprise market.
Following initial success with a Fortune 50 partner, CEO Tim Regnier recognized the need to validate and build a repeatable enterprise-focused go-to-market strategy and sales approach. The primary challenge was determining whether their existing value proposition and solution would resonate across the broader enterprise market.

Over the first 3 months, we focused on identifying the core ICP, testing/verifying three perceived unmet needs, and synthesizing insights gleaned from 10+ buyer conversations in the market. Prior to working with JJ, the team was positioning the tool linearly from onboarding through coaching and observation; however, we uncovered the best entry point for sales conversations is Smart Access’s coaching and observation module, as it solves an acute, near-term problem. Although the first module presents a strategic investment in future hires, the most pressing need for clients right now is retaining current employees and empowering them to follow Standard Operating Procedures.
In the Market Development phase, JJ will be refining the positioning in-market while driving sales outcomes. Furthermore, based on the insights from Customer Discovery, JJ actioned GTM recommendations uncovered in Customer Discovery:
Clarifying misconceptions that categorize the tool as a Learning Management System (“LMS”). Although HR might be part of the buying committee, we emphasized how critical it is to keep the conversation with the Warehouse or Dispatching Business Unit that actually owns the problem.
Maintaining a focus on companies with over $1B in annual revenue and over 10,000 employees, among other variables. Retailers who are in growth mode are more interested in investing in growth than they are in the challenges that Smart Access solves.

Working closely with the Smart Access team, the JJELLYFISH team leveraged insights from Phase 1 to develop and implement a robust sales and cold outreach strategy.
This approach successfully initiated over 170 sales conversations, leading to more than 80 Sales Qualified Leads and over 25 Qualified Opportunities. Our efforts significantly enhanced the sales pipeline, securing six early adopters and achieving multiple five-figure and six-figure contracts. Our comprehensive role spanned the entire sales journey—from prospecting to procurement to purchase.
To further refine our go-to-market (GTM) strategy, we created vital sales tools, including a problem-focused Discovery Deck, an Executive One-Sheet, and customized sales scripts to nurture leads and deals effectively. This collaboration enabled Smart Access to address crucial GTM and revenue questions, establishing a scalable strategy for market growth with reduced dependency on its founding team.
Throughout this partnership, JJELLYFISH played a pivotal role in overcoming challenges, engaging key stakeholders, streamlining the sales funnel, and strategically positioning Smart Access to attract larger enterprise clients.