Sales & Business Operations case study
Prospect research
Targeted outreach
Dedicated team model
From broad prospecting
to a 1.98% meeting
booking rate
A European B2B service company of 30 to 50 people moved prospect research, profiling and outreach preparation into a dedicated Peerspoly operation. Its four-person sales team kept ownership of conversations, opportunities and closing.
Talk to Peerspoly0.25% → 1.98%
Prospect-to-meeting conversion rate
60 meetings
Booked from 3,030 cold prospects contacted
6 months
Measurement period
Not another lead list.
A dedicated human team for the work that has to happen before a good sales conversation can begin.
Client snapshot
A small European sales team was carrying the whole outbound process.
Lead Research Specialist
Researches companies and contacts against the client’s agreed target profile.
SDR / Outreach Specialist
Runs the agreed outreach activity and keeps execution moving consistently.
Copywriter
Adapts messaging to narrower prospect groups instead of treating one broad list as one audience.
Campaign Coordinator
Coordinates the team, aligns priorities with the client, reviews campaign progress and keeps research, messaging and outreach working as one process.
Team continuity matters: the same dedicated team learns the client’s target profile, campaign structure and sales expectations over time, with one coordinator keeping the work aligned with the client, not a rotating pool of anonymous lead-generation resources.
The challenge
The problem was not a lack of salespeople. It was where their time was going.
01
Prospecting depended on spare sales capacity
Client work, active opportunities and account management came first. Research and outreach slowed when the team was busy.
02
Targeting was too broad
Sector-level lists were not enough. The client needed tighter prospect groups built around company fit and contact relevance.
03
Four salespeople were carrying the whole process
The same people were researching, preparing outreach, following up, meeting prospects and managing existing clients.
What Peerspoly changed
A dedicated prospecting operation around the client’s own sales model.
Peerspoly did not replace the commercial strategy. The client kept control of who it wanted to target and how it wanted to sell. Peerspoly took ownership of the repeatable work around that process.
01 / Fit
Start with relevance, not list size
Prospects were assessed against agreed company and contact criteria before outreach. Matching a broad database category was not enough on its own.
02 / Segmentation
Turn broad lists into tighter prospect groups
Companies and contacts were organized into narrower groups so each campaign had a clearer audience and reason for contact.
03 / Messaging
Match the message to the group
Messaging was adapted to the context of narrower prospect groups instead of treating every contact as part of one generic audience.
04 / Execution
Give prospecting its own rhythm
Research and outreach became recurring operational work rather than something that happened only when Sales found time.
05 / Ownership
Keep commercial judgement with Sales
The client kept meetings, qualification, opportunities, negotiation and closing. Peerspoly supported the work before those conversations.
What “better targeted” means
The team did not need a bigger list. It needed a better-defined one.
The point was not to build the largest possible list. Company fit and contact relevance were checked together before a prospect entered outreach.
Right sector
A company could look relevant because it matched a broad sector filter.
Company fit + contact relevance
The team checked whether the company and the person being approached matched the client’s agreed target profile.
Sector match was not enough
Companies that looked relevant at first could still be excluded after deeper research.
Campaign funnel
4,080 researched. 3,030 contacted. 60 meetings booked.
Over six months, the team researched a wider pool than it contacted. Around one in four researched prospects was excluded before outreach because the fit was not strong enough.
4,080
Prospects researched over six months.
1,050 / ≈26%
Excluded before outreach after the fit check.
3,030
Prospects approved for outreach.
3,030
505 unique cold prospects contacted per month on average.
60
10 meetings booked per month on average.
50 / ≈83%
50 of 60 booked meetings were held.
19 / 38%
19 held meetings became qualified opportunities.
Confirmed result
1.98%
Prospect-to-meeting conversion rate after six months of structured profiling, segmentation and outreach, compared with 0.25% before.
Before: 0.25%
The earlier cold prospect-to-meeting conversion rate.
After: 1.98%
60 meetings were booked from 3,030 cold prospects contacted.
50 meetings held
≈83% of booked meetings actually took place.
19 qualified opportunities
38% of held meetings became qualified opportunities.
More consistent execution
Research and campaign preparation no longer depended only on spare sales capacity.
Commercial control stayed with the client
Peerspoly supported the work before the meeting; the client retained the meeting, opportunity and close.
Clear ownership
What Peerspoly did, and what stayed with the client.
Peerspoly
Prospect research and profiling
Prospect-group preparation
Messaging support
Outreach operations
Recurring campaign execution
Client Sales
Sales conversations
Opportunity qualification
Commercial judgement
Negotiation and proposals
Closing and customer relationships
A team that learns the operation
Human continuity matters more than another prospecting tool.
The first prospect groups were still too broad. The client’s Sales team shared which meetings had the strongest fit, and Peerspoly used that feedback to make later prospect groups narrower and adjust the messaging.
1. Peerspoly researches and prepares the prospect group.
2. The client’s Sales team handles the conversations.
3. Sales shares which meetings had the strongest fit.
4. Peerspoly narrows the next prospect groups and adjusts the messaging.
Why the model makes business sense
Use salespeople for selling. Give the work before the conversation dedicated ownership.
The value is not “cheap leads.” It is a different allocation of work: research and outreach operations sit with a dedicated team while commercial judgement stays with the client.
~75 hours / month
Internal Sales time moved away from research, list preparation and outreach operations.
~450 hours
Estimated internal Sales time released across the six-month measurement period.
<5 hours / week
Average time released for each of the four internal salespeople.
Client voice
What changed for the client.
“Before Peerspoly, prospecting was something our salespeople fitted around everything else. The biggest difference is that the research and outreach now have their own structure, while our team can focus on conversations and clients. During the engagement, our prospect-to-meeting conversion rate increased from 0.25% to 1.98%.”
Where this model fits
For companies that want their salespeople selling, not researching, building lists and preparing outreach.
This model works best when the company already has a clear outbound process and a commercial owner who can define what a good prospect looks like.
It is especially relevant when senior salespeople are still researching companies, building lists, preparing outreach and maintaining campaign activity alongside client work.
The goal is not to replace Sales. It is to build the human operating layer behind Sales.
What is your sales team still doing before the conversation?
If prospect research, profiling, list preparation and outreach operations are still competing with client work, Peerspoly can help you build a dedicated Sales & Business Operations team around them.
Talk to Peerspoly