Flexible engagement models — One partner, multiple use cases
Each start-up faces specific growth challenges depending on its stage of development.
Tidystiny adapts to your reality. Our approach allows you to get started quickly and structure your scale.
BUSINESS CASE 1 — Insufficient pipeline
The startup is struggling to reach its revenue targets because its pipeline is structurally insufficient. The volume of opportunities is not enough to compensate for natural losses (no-decision, competition, slippage), making results unpredictable and creating constant pressure on the sales teams.
Our response
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audit of pipeline coverage and opportunity/quota ratio
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Analysis of the conversion rate and identification of the required volume
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defining a clear KPI and prioritizing strategic accounts
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structuring of acquisition efforts (outbound, ABM, partners)
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Implementation of an industrial and controlled pipeline generation system
Value delivered
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Pipeline aligned with revenue targets (3X rule respected)
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better revenue predictability
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reduction of commercial stress and "end of quarter" pressure
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ability to drive growth through inputs (activities) and not results
BUSINESS CASE 2 — Full but inefficient pipeline
The pipeline appears full, but many opportunities never translate into revenue. Teams spend time on low-quality deals, which slows growth and creates an illusion of traction.
Our response
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Analysis of the quality of opportunities (ICP, qualification)
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implementation of MEDDIC
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Pipeline cleanup (removal of fake deals)
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structuring the sales cycle
Delivered value
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+20 to +40% conversion rate
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sales cycle reduction
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“real” and controllable pipeline
BUSINESS CASE 3 — Private Equity / Fund (commercial performance audit)
The fund notes that the startup is not meeting its growth targets despite significant investments. The pipeline appears active, but results are not following suit, raising doubts about the quality of the business model and its actual ability to scale.
Our response
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independent audit of the pipeline and the quality of opportunities
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unit economics analysis (LTV / CAC / payback)
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assessment of conversion capacity (process, MEDDIC, organization)
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diagnostics of commercial machinery (generation, conversion, control)
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identifying the points of friction blocking growth
Value delivered
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clear and objective vision of commercial performance
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identifying the root causes of underperformance
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structured action plan to revive growth
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securing investments and the scaling trajectory
BUSINESS CASE 2 — Non-scalable growth (Founder-led sales)
Growth relies primarily on the founder, which limits the company's ability to expand. Sales teams struggle to replicate the founder's performance, making growth fragile and unscalable.
Our response
formalization of the sales playbook
standardization of the cycle (discovery → closing)
SDR/AE separation
knowledge transfer from the founder to the team
Value delivered
multiplication of commercial capacity
accelerated onboarding of sales
independent growth of the founder
BUSINESS CASE 5 — Preparation for Raising (Series B / C)
The startup is preparing for a significant funding round (Series B or C) and needs to demonstrate its ability to scale predictably. Despite good initial traction, the business model remains insufficiently structured, which undermines the credibility of the growth plan in the eyes of investors.
Our response
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audit of the pipeline and the qualification level of opportunities
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analysis of the consistency between objectives, pipeline coverage and conversion rate
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structuring the sales cycle and closing processes
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Implementation of key indicators (CAC, LTV, payback, sales velocity)
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formalization of a scalable commercial machine (organization, roles, playbook)
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preparation of commercial narrative elements for investors
Value delivered
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enhanced credibility of the growth plan
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demonstration of a structured and reproducible scaling capability
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improved readability of KPIs for investors
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increase in perceived value
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reduction of perceived risk during lifting
