Twice the conversion rate. Double the qualified pipeline. In three months.

RTB House is a global technology company, founded in 2012 and now operating across 90+ markets worldwide. The company has built one of the most advanced demand-side platforms in the industry, powered entirely by deep learning algorithms.

Their technology helps top brands and agencies drive performance across the full purchase funnel, from awareness through to conversion, using highly personalised retargeting solutions. RTB House has featured in the Financial Times FT1000 list of Europe's fastest growing companies seven consecutive times.

With a team of this scale, operating across EMEA, APAC and the Americas, the sales organisation needed to be running at the same level of sophistication as the technology it was selling.

Entering Q4, RTB House identified a specific performance gap within their outbound sales motion. Despite consistent activity levels, the team were struggling to convert early-stage conversations into qualified opportunities at the rate the business needed.
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The core issue was not a lack of outreach or effort. The breakdown was occurring further along the process, at the point where initial interest needed to translate into opportunities.
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Leadership recognised that closing this gap would require more than a single intervention. A one-off workshop would not be sufficient to shift entrenched habits or build the kind of consistency needed across the team. What was needed was a structured programme with sustained follow-through, someone who could embed with the team over time, understand the specific dynamics at play, and drive genuine behavioural change rather than short-term awareness. With Q4 already underway and pipeline targets under pressure, RTB House brought in The Revenue Enabler to act as that catalyst.

James and the team started with a two-day in-person workshop, coming into RTB House's office to spend proper time with the sales team, understand how they were working, and identify the specific points in the sales process that were creating friction.

But as Sean noted, it was what happened after that workshop that really made the difference.
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Weekly coaching and reinforcement sessions with the team became the engine of change. Rather than leaving the training as theory, those regular sessions turned the concepts into new habits, new language and new behaviours that the team could apply immediately in their outbound conversations.

The approach was consistent and cumulative. Each session built on the last, with real deal scenarios. The team were being coached in the context of the actual work they were doing.