Leapyear: 2.5X Revenue Growth In 9 Months

From Stalled Growth to Category Leader in Under a Year

When Leapyear's CEO came to us, the company had a strong product but a leadership team operating reactively. Revenue had plateaued at $480K ARR for two consecutive quarters, sales cycles were stretching past 90 days, and the pipeline was full of unqualified deals burning the team's energy. What followed was a 9-month executive coaching engagement that rewired how Leapyear led, sold, and scaled.

The Core Challenges We Diagnosed

• CEO spending 60% of time on reactive fire-fighting instead of strategic priorities
• No documented ICP or qualification framework causing pipeline bloat
• Sales team operating without consistent messaging or deal review cadence
• Mid-level managers lacking confidence to make autonomous decisions

The Strategic Approach

We began with a full leadership diagnostic across the executive team and two layers of management. The gaps were clear: decision-making authority was centralized at the top, accountability was ambiguous, and the sales motion had no repeatable structure. We designed a phased coaching program anchored to business outcomes, not just leadership development theory.

Execution: What We Built Together

• Defined a tiered leadership framework with clear accountability at each layer
• Rebuilt the sales qualification process using a custom MEDDPICC-lite framework
• Introduced bi-weekly deal reviews that cut average sales cycle from 91 to 54 days
• Launched a manager enablement track that reduced CEO involvement in day-to-day ops by 55%

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Results That Compounded Over Time

By month six, Leapyear had closed its two largest enterprise deals to date. By month nine, ARR had reached $1.2M, the pipeline was 2.5x larger with dramatically better quality, and the CEO reported reclaiming over 15 hours per week for strategy and fundraising. The leadership team transformed from reactive individuals into a cohesive, high-performance unit.

• ARR grew from $480K to $1.2M+ in 9 months
• Pipeline quality score improved by 68% as measured by win rate on qualified deals
• Average deal size increased by 44% after repositioning enterprise tier pricing
• Employee engagement NPS increased from 32 to 71 over the engagement period

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