Insider Group

Background

Choosing the offer.

Jakub had been running a pay-per-lead marketing agency, ClientUp since 2021, generating $7.18M in cumulative revenue by early 2024. That year he began receiving acquisition offers from both private equity and from marketing platforms within his sector.

Jakub and EnGrow already had a working relationship: the year before, EnGrow had built and validated a new sales process for the agency itself. Jakub now wanted help building a process to sell a packaged version of that agency to a different market, aimed initially at insurance agents, as a separate source of revenue from the primary client base of large insurance companies.

EnGrow proposed creating an alternative offer targeting a different market: a coaching offer providing structured guidance to individuals who wanted to build and scale pay-per-lead agencies of their own, following a similar path to that which Jakub had already taken with ClientUp.

Phase 1

Offer & sales process validation.

The first task was to prove that a market existed for the offer. EnGrow wrote the sales scripts, defining the price point, and shaped initial offer positioning — advising on landing page core structure, headlines, and copy to best appeal to our target audience, after which Jakub ran paid traffic to it, booking sales calls for Tommy to validate the sales script and process that he had written.

He closed 7 of the first 13 calls, beyond which point it was clear that the offer could be sold and the basis of the process to do so had been created. Closed call recordings were converted into a library that could later train and ramp new reps.

Tommy then specified the materials used in pre-call engagement: the titles, themes and core sections of resources sent to prospects ahead of a call to build credibility and warm them up before they spoke to a rep.

With the process validated, EnGrow hired the first team — two closers and one setter — and ran it. From the first sales call, the business reached $318,700 per month within three months.

Between phases

Six months without management.

Two months later, EnGrow stepped back from day-to-day management. Over the next six months the sales team came apart: four reps passed through the closing role, none of them performing. By April 2025 monthly revenue had fallen to $130,700, with one closer along with one setter hired by EnGrow in September 2024.

Phase 2

Rebuilding the team.

In April 2025, Jakub and Tommy agreed that EnGrow would take back management of the team and the sales process, and rebuild from the ground up.

EnGrow built the hiring process: sourcing candidates, filtering them through a system combining automated screening with manual review, and interviewing to find the strongest. It also defined a content and engagement strategy aimed at the candidates themselves — material that sold them on the offer and the role, so that all sales reps who received offers accepted them, materially impacting the quality of the reps it was able to hire.

The first intake brought in five closers and a second setter, alongside the setter EnGrow had hired the previous September — a team of five closers and two setters. As the rebuild ran over the following month, one closer left for health reasons despite strong performance, and another for not reaching KPI. A setter was promoted into a closing role and a further setter hired. All of this happened inside sixty days, between the end of April and the end of June 2025, leaving a settled team of four closers and two setters.

The initial growth was from $130,700 to $607,300 per month in those first 60 days during which the team was hired — $476,600 in additional monthly revenue. Because the new team also absorbed the work of the single rep who had been carrying the business, the effective figure is the full $607,300 per month in new revenue.

Outcome

Eleven months, zero churn.

Over the following eleven months the sales team experienced zero churn, with every closer and every setter still in seat — and over $5M in cash collected.