Insider Group

Background

Choosing the offer.

Jakub Jablonsky had spent several years building a pay-per-lead marketing agency that generated several million in revenue. Exit offers were arriving. He came to Engrow looking to build a sales process — and, potentially, a new offer to plug it into.

Two paths were considered: selling the existing system to insurance agents, his core audience, or teaching the underlying process to founders looking to build pay-per-lead agencies. The second path was taken.

Phase 01 — building the process

Zero to $318,700 per month, in three months.

The sales process was built and validated from the ground up. The work covered the initial funnel, the sales script, and early sales calls run directly by Engrow to validate the script in live conditions. Those calls were recorded and assembled into a closing library used to ramp new reps across roughly ten prospect archetypes.

Pre-call engagement was rebuilt at the same time: automations, manual touches, and message cadences calibrated for show rate. A content plan was defined for Jakub to support that engagement, with each piece scoped from Engrow's side.

The team assembled around the process consisted of two closers and one setter, after one closer was reassigned to the setter role when his close performance did not hold.

From the first sales call to month three, Insider Group went from zero to $318,700 per month.

Between phases

Six months out.

After Phase 01, Engrow stepped back from day-to-day management. The team hired in the interim did not perform at the level the system required. By April 2025, six months on, revenue was running at $130,700 per month — well below the level previously reached.

Phase 02 — team rebuild

$130,700 to $607,300 per month, in two months.

Engrow returned to take back day-to-day management and rebuild the team from scratch. Five closers and three setters were hired. One closer was released for performance. One closer hit KPI but elected to leave for health reasons. One setter was promoted to closer, and a new setter was brought in to refill the slot.

The final team comprised four closers and three setters. By June 2025 the business was running at $607,300 per month — an increase of $476,600 per month over the two-month rebuild. Because the new team displaced the revenue of the closer who had been taking calls, the effective new revenue created equals the full $607,300 per month figure.

Outcome

Eleven months. Zero churn.

The Phase 02 unit remained intact for the following eleven months. Across that window the team generated over $5,000,000 in revenue with zero rep churn — every closer and every setter still in seat.