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Outbound: Iterations

Our outbound efforts have evolved significantly over three versions, each providing valuable lessons to inform our strategy moving forward:

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In v1, we pursued a volume-based approach with low personalisation. While this allowed for rapid outreach, the generic messaging fell short in resonating with prospects, underscoring the importance of tailored communication. This phase taught us that prioritising quality over quantity and crafting relevant, personalised outreach is essential to build trust and engagement with potential customers.
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In v2, marketing sought to refine the process by providing the sales team with companies that aligned with our Ideal Customer Profile (ICP) and showed intent through paid advertising. However, a misaligned ICP and inconsistent follow-through from sales led to underwhelming results. The key takeaway here was the necessity of stronger alignment between sales and marketing on targeting criteria, coupled with a commitment from the sales team to drive consistent, proactive activity. Without both factors in place, even well-targeted efforts risk falling short.
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Now in v3, we are poised for a significant shift. With new sales leadership in place, we have partnered with G2 to incorporate review intent data, allowing us to identify high-potential prospects actively researching solutions like ours. Alongside this, we have introduced KPIs tied to outbound activity, ensuring accountability and consistent effort across the team. These changes mark a step forward in both strategy and execution, combining improved tools, leadership, and metrics to create a more focused and effective outbound motion.
Looking ahead, the broader context of outbound is changing. As the most capital-efficient companies increasingly scale through optimised processes rather than headcount, there will be implications for unskilled and managerial labour. This shift will likely reduce the pool of contacts to target, making the importance of identifying high-value opportunities even greater. For Boundless, this means we will need to focus on securing higher contract values per employee signed to offset the smaller addressable market. Our outbound strategy must therefore adapt to prioritise deeper engagements with fewer but more valuable prospects, ensuring we continue to grow sustainably in this new environment.

With these insights in mind, we are building an outbound strategy that is not only informed by past lessons but also aligned with future trends.

While growth remains a priority, we recognise that the path to success lies in capital-efficient growth, focusing on optimising resources rather than expanding through headcount alone. By prioritising personalised, intent-driven outreach and targeting prospects with higher potential value, we can achieve sustainable growth that balances scale with efficiency. This shift reflects our understanding of the evolving market dynamics and ensures that we remain competitive in a more resource-conscious and capital-efficient environment.

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Our strategy in v3 and beyond reflects a commitment to process excellence, proactive engagement, and long-term capital efficiency, ensuring that our outbound efforts deliver meaningful and measurable results.

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