Case Studies

Northstar8 can help you deploy capital profitably to generate revenue.  

Below are seven case studies of where the Northstar Operational Revenue Model™ was implemented. They are listed by the company's stage of growth and the results they achieved.

1. Start-Up Company


Challenge:

  • For a private equity firm, lead the acquisition of an Israeli technology and launch it as part of a new commercial entity.

Approach:

  • Set up a US-based corporate entity.
  • Led acquisition of Israeli technology.
  • Executed the NorthStar Operational Revenue Model™ to determine revenue targets and capital requirements, to raise capital and to design and execute the business plan.
  • Generated close to $2.0M in revenue in the first full year of operation.
  • Customers included three Fortune 100 companies.
  • Raised $2.0M in private equity investments in 2009.
  • Established a global partnership with SAP.
  • Established all company business operation functions.
  • Hired, trained and deployed all field operations teams (sales, marketing, services & support).

Results:

  • Company raised an additional $11.0M in investment and transitioned to a global business presence.

2. Emerging-Growth Company


Challenge:

  • Transition a company that provided desktop software tools into a global company that sells enterprise software.

Approach:

  • Hired by Board of Directors to swiftly identify and initiate execution of a new business strategy, a new set of software products, and the recruitment of a new management team.
  • Executed the NorthStar Operational Revenue Model™ to map the transition, using existing capital as mandated by the board of directors.
  • Executed the NorthStar Operational Revenue Model™ to map the transition from an inside sales model to a direct sales model for North America and a channel model for international operations.
  • Built new management team by recruiting, training and managing senior executives to lead Sales, Marketing, Finance, Professional Services, Legal, and Customer Support.
  • Opened and staffed eight offices in three countries and managed business partners in 15 countries.

Results

  • Transitioned the proportion of revenue from 90% generated by legacy products to 90% generated by new products in three years.
  • Doubled cash reserves in three years, while self-funding business growth.
  • Generated more than 55 new enterprise customers, growing average deal size from $12,000 to $186,000 per transaction. Four transactions exceeded $1M in revenue from customers including Citigroup, JPMorgan Chase, Barclays Capital, WAMU, WellsFargo, Lehman Bros, Reuters, Genentech, Vodaphone, KeyBank, LexusNexus, BskyB, HVB, and Deutsche Bank.
  • Company was acquired a Fortune 500 company for more than $50.0M.

3. High-Growth Company


Challenge:

  • Transform a regional services company with $6M in revenue to a technology consulting firm capable of supporting global enterprises, with $75M in revenue.

Approach:

  • Executed the NorthStar Operational Revenue Model™. Determined capital requirements to support rapid growth, developed a profile of the optimal salesperson, and defined a market segmentation strategy.
  • Established new offices and customers in six US and UK offices.
  • Helped raise more than $65.0M in venture capital.
  • Recruited more than 60 managers and consultants in two years.
  • Created and led the development of a proprietary consulting methodology, called NetValue. Based on the NorthStar Operational Revenue Model™, NetValue became the framework for the firm’s $12M technology-assessment business.

Results:

  • Revenues grew from $6.0M to a $65.0M run rate within two years.
  • Raised more than $65.0M in venture capital.

4. Market-Leading Company


Challenge:

  • Establish a Financial Services vertical for a software company with more than $500M in revenue.

Approach:

  • Executed the NorthStar Operational Revenue Model™ to determine key Financial Services sub-verticals and geographical markets, sales team profiles and key field operation processes.
  • Led the Financial Services Industry business in North America, including all Sales, Business Development, Administrative, Recruiting, Services, and Support functions.
  • Led a business unit with of a team of more than 80 employees. Deployed more than 120 products into Financial Service institutions in the Banking, Capital Markets, Insurance, Exchange, and other key FS verticals.  Key technologies were in Business Process Management, Complex Event Processing, Service Orientated Architecture, Messaging, and Business Optimization.

Results:

  • Recruited and deployed 30+ new Sales, Pre-Sales, and Field Operations personnel.
  • Generated more than $75.0M in revenues in the second fiscal year, achieving 112% of license revenue target in the second year of operation.
  • Built a new sales organization, moving from a geographic model to a vertical industry model.
  • Created a new Professional Services organization, growing revenues by 9X in one year.
  • Implemented new sales methodology, leading to a 4X increase in deal size.
  • Led the closure of seven-figure transactions at Citigroup, Merrill Lynch, Guardian Life, Wells Fargo, Deutsche Bank, BofA, Wachovia, and TD Securities.

5. Mature Company


Challenge:

  • Revitalize the Americas business unit for a mature company.

Approach:

  • Executed the NorthStar Operational Readiness Model™ to plan the transition of the company's sales distribution model. Changed from product-based model to a direct and channel-based model with geographical and vertical distribution.
  • Led the development of new lead generation strategies.
  • Deployed new sales methodologies focused on team-based selling.
  • Recruited, deployed and managed new personnel, including four sales VPs, two directors, and more than 25 salespeople. Held responsibility for managing more than 250 field operations personnel.

Results:

  • Grew the revenue run rate to more than $250M in nine months.
  • Grew average deal size from $48,000 to more than $240,000 in six months.
  • Led the sales team that closed the biggest deal of the year, generating more than $2.5M.

6. Mergers and Acquisitions


Challenge:

  • Lead a sales team consisting of personnel from 16 mergers and acquisitions, selling 120 software products into the Northeastern US.

Approach:

  • Developed a NorthStar Operational Revenue Model™ to assess the sales execution capabilities of the acquired companies. The assessment also supported the effective integration of the personnel, customers, and processes within the merged entity.
  • Contributed to the growth of the company from $30M to more than $600M in revenues.
  • Grew the Northeast business to more than 44 professionals in sales, support, and consulting roles.
  • Achieved recognition as a top-producing sales executive (top 10%) for four years.
  • Developed an early model for enterprise software license agreements.
  • Closed enterprise license agreements with leading financial services companies, at deal sizes averaging from $10.0M to $15.0M.

Results:

  • Company was purchased for $1.9B, making it the biggest software acquisition until that time.

7. High-Growth Company


Challenge:

  • Grow the Atlantic division of a network consulting business, from a start-up to $20M in revenues in two years, with no capital investment.

Approach:

  • Refined and executed the NorthStar Operational Revenue Model™ to determine the sequence and priority for reinvesting profits to fund business growth.
  • Participated in the senior leadership team that refined, developed, and executed the NORM model. Grew the business from $30M to more than $100M in two years.
  • Opened eight offices in six cities, recruiting, deploying, and leading more than 70 people.
  • Led the hiring of local sales executives, recruiters, technical managers, and technical analysts for service delivery in major metropolitan areas of the Eastern US.
  • Built the business infrastructure to support the recruiting, administration, and financial functions of branch offices.

Results:

  • Company was bought by a market-leading telecom company for $425M.