In ERP consulting the account is rarely cold: a prospective client may have already shortlisted you from the SAP or NetSuite partner directory, encountered your firm at an industry event, or arrived through a referral — but none of that is a signed statement of work, and the IT director who brought you into the conversation is not the economic buyer who will fund the program. The CFO measuring total transformation cost, the operations leader worried about disruption to how the business actually runs, the board sponsor who has to approve a multi-year budget line — none of them are in that first meeting. We select target accounts whose triggers and profile match implementations you actually win, map every stakeholder from the IT evaluator up to the economic buyer and board sponsor, multi-thread each with the evidence their specific fear demands — failed-go-live risk above all else — and track engagement account by account in your CRM. Built for the high-ACV, reference-driven, committee-decided ERP deal, measured in CRM-tracked revenue, not leads or directory impressions.
We start with your economics and your motion: ACV, platforms and verticals you win in, what a realistic selection timeline looks like, who sits on the committee from IT evaluator up to board sponsor, how many named accounts your business development team can genuinely work in parallel, and where the vendor directory currently fits in your pipeline. Crucially, we audit your existing account and deal data to find the trigger patterns that actually predicted your past wins — which signals came first, how far in advance, and which committee members moved earliest — and we map any current account efforts to find where a deal stalled because the economic buyer was never reached or the CFO never saw a proof asset built for their real question.
We hold your situation against the account-based programs we have run for services businesses and implementation partners in enterprise-software ecosystems. A NetSuite partner opening a new manufacturing vertical is one playbook; a SAP S/4HANA consultancy pursuing enterprise accounts with a board-level transformation mandate is another. That pattern-matching tells us fast whether your real constraint is account selection (wrong trigger signals), committee coverage (stranded with the IT evaluator), proof depth (not enough named, industry-specific delivery evidence to move the CFO), or account volume (too many targets for your BD team to follow up on) — and which tier model fits — so the plan is benchmarked against implementations that actually closed, not guessed.
We commit to the target list, the tier model, and the channel mix that fit your buyer and your business development capacity — and we deliberately scope it down. A focused one-to-one program against six strategic accounts in your strongest vertical and platform combination, with full committee coverage and a named delivery proof for each account's exact industry, beats a thin one-to-many sprayed across fifty logos that never had a trigger signal and that no practice lead will follow up on. We decide where the first effort goes and which accounts lead — usually the ones where trigger signals are freshest, the fit is tightest, and a senior economic buyer is reachable.
We stand up the program as a system: the trigger-screened account list, the bottom-up committee maps for each account, the deep account research, the split-committee proof assets (technical and economic-buyer content), the multi-threaded engagement sequences that escalate from IT evaluator to CFO to board sponsor, the handoff rules to your senior delivery principals and reference clients, and account-level CRM tracking that separates vendor-directory referrals from owned pipeline. The bar is that a CFO reviewing your materials sees delivery risk visibly lower with you — named, industry-specific, outcome-led proof of an on-time and on-budget go-live — before any sales conversation starts. Then we launch against named accounts whose trigger signals say they are in or entering an active selection.
Each cycle we combine account-level CRM data with direct feedback from your business development and delivery leaders on which accounts advanced, which committee members moved, and which stalled. We drop accounts where the trigger cooled or the budget gate is not open, double down on the ones where the economic buyer thread activated, refine the proof assets each committee member responds to, and adjust which stakeholders we pursue at which tier. The program compounds because it is optimized against account engagement, RFP entry, and converted revenue — not lead counts or directory impressions — and it holds up through the long, multi-stakeholder, board-approved ERP selection cycle.
We have run account-based campaigns across 60-plus B2B tech engagements and spent 9-plus years marketing services and implementation partners inside enterprise-software ecosystems — so we do not build your account list or your committee map from a blank page. We already know that in ERP consulting the trigger that predicts a winnable account is rarely a form fill or a directory view: it is a new CIO or transformation lead, a board mandate to modernize, a funding event, or a previous implementation that failed and left a gap. We know the committee runs from an IT evaluator who ran the technical assessment up to a CFO who is really buying the absence of a blown go-live, and that a board sponsor who has read one ERP horror story needs named, industry-specific delivery proof, not a capability slide. We know which proof formats convert with finance versus operations versus procurement. That cross-program pattern recognition means we scope your account list and your messaging with the specificity an 18-month buying cycle demands.
Before we launch a single play we diagnose whether ABM is even your constraint — and the ERP failure modes are specific. Sometimes firms have real delivery proof and credible positioning but have never multi-threaded above the IT evaluator, so a single thread stalls when the evaluator hits a CFO or board review they cannot carry alone. Sometimes the account list is a firmographic wishlist of logos with no trigger signal, so quota-carriers chase companies that are a year or more from an active selection. Sometimes the messaging is identical for every stakeholder in the committee — a capability statement that neither relieves the CFO's fear of wasted capital nor answers the board sponsor's question about delivery risk at their scale. Because we have seen these patterns across dozens of B2B tech engagements, we usually name the real constraint in the first weeks and route the program at it directly, rather than building an account list that replicates the same qualification errors the team has been running.
An account-based program for an ERP consulting firm reaches a split committee through whatever each member trusts in a high-stakes, reference-driven evaluation: LinkedIn title-targeting into the exact CIO, CFO, VP of Finance, and operations leader titles inside a named account; executive-format content that answers the failed-go-live fear with named, outcome-led delivery proof; a CFO-ready implementation-cost and risk analysis; a CIO-to-CIO or operations-to-operations reference or roundtable; personalized outreach from your senior delivery leaders; and tightly scoped account-level ads. But the mix follows your motion: a one-to-one program against five strategic accounts at enterprise deal size looks nothing like a one-to-few program across twenty mid-market manufacturers already running a selection. We choose the tier model and channels that fit your account count, ACV, sales cycle, and the business development capacity to actually work named accounts — and we leave out everything that only adds cost without reaching the room where the budget is approved.
In an ERP consulting firm the people who know whether a target account is real are your practice leads, your senior delivery principals, and often your most credible reference clients — not a dashboard. The loop with them is the program. We build the account list and the committee map with your business development and delivery leaders, review each cycle which named accounts moved — an RFP issued, a vendor reference requested, an executive conversation opened — and read which threads advanced inside an account. We listen to the exact objections raised in the room: 'we went with a firm that had already done this for our industry,' 'the CFO wanted to see a reference from a company exactly our size,' 'procurement required a lower tier to stay on the approved vendor list.' That feedback rewrites the next cycle's targeting, the stakeholder messaging, and which accounts we decide to pursue and which to drop.
We instrument ABM at the account level in your CRM — and for an ERP consulting firm that means doing the thing most teams skip: tracking deals through the board-approval, procurement-standardization, and security-review stages where ERP selections actually stall, with a clear line from which ABM-touched accounts moved to RFP, to finalist shortlist, to signed SOW. We track engagement account by account: which target accounts moved from cold to engaged, which stakeholder threads opened across the committee and which half of the buying group (technical evaluator versus economic buyer) moved, and how ABM-touched deals close versus those that came through the vendor directory or a referral. Across our book that account-level discipline is part of how we have tracked $30M-plus in CRM-tracked, marketing-led revenue — and it is how we tell you honestly which named accounts are genuinely converting toward a statement of work and which to stop spending time on.
Strategy first, channels second, sales feedback always. We measure by the qualified demand and revenue we can trace back inside the CRM.
Our founder led their marketing as Head of Marketing, running a 7-person team across SEO, demand gen, and paid — $1M/year in marketing revenue. Re-engaged in 2026 and halved cost per MQL and SQL.
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Rebuilt inbound from scratch — 100% YoY SQL growth, 207% more traffic, domain rating from 12 to 45, and 141 articles shipped.
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“We've seen a 207% increase in web traffic and our domain rating improved from 12 to 45.”
Took a referral-only firm to a real new-business engine — 5 deals and $240K revenue from Meta in a year, plus 2–4 SQLs/month from ChatGPT.
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Positioned them as the recommended Salesforce partner inside the major LLMs — two $1M enterprise deals closed from ChatGPT in a 3-month engagement.
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Built the marketing function from zero — website, SEO, paid, AI search — from 166 to 2,513 monthly clicks and 3 enterprise deals won.
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“They defined a clear marketing strategy and established our unique value proposition.”
Turned Salesforce-niche SEO into a deal channel — 2.73× traffic and MQL-to-SQL conversion up from 17% to 29%.
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Switched them from brand-awareness content to lead-driving SEO — 20 of 25 service pages ranked top 5 and the first deals closed from organic.
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“XQL Group's marketing expertise is a hallmark of the engagement.”
Stood up SEO as a new acquisition channel — domain rating 27 to 44, 50+ leads, and 88 articles in nine months.
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After six months of zero results from another agency, we delivered +70% Google clicks and grew AI-assistant traffic from 10 to 154/month in three months — and the first SQLs from SEO.
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Meta appointment funnels at scale — 466 leads and over 100 booked sales conversations from a single paid channel.
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Set up marketing from zero — positioning, website, LinkedIn social selling, and an ABM campaign that landed four new clients fast.
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“Their ability to combine strategic vision with hands-on execution was particularly valuable.”
Positioned a small studio in a niche AI-search category — recommended by LLMs for 2 commercial keywords, landing a big client in one month.
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Recommended by every major AI assistant for 3 commercial keywords, plus a deal closed from Meta appointment funnels.
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Took over marketing as their agency after an unsuccessful in-house run — GTM strategy, paid funnels, AI search, and LinkedIn delivered 75 leads and the first qualified pipeline.
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A targeted ABM campaign booked 13 conversations with ICP accounts and opened three opportunities in two months.
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Thanks to XQL Group's efforts, we've seen a 207% increase in web traffic and an improvement in domain rating from 12 to 45. The team has successfully optimized our SEO strategy and gained around 160 backlinks. Overall, they're responsive and thorough in their project management.
Since working with XQL Group, our domain rating has improved from 27 to 44. In addition, we've seen a 15% increase in monthly traffic within nine months. The team completes work on time and within the agreed budget. Moreover, their subject matter expertise is highly impressive.
XQL Group's efforts have resulted in 44 leads from paid campaigns and improved web traffic from Germany by 5x. The team is responsive, quickly surfaces issues, and communicates regularly through chats and virtual meetings. Their expertise and proactiveness have impressed our team.
Organic traffic has increased by 10–15% each month, and we have started receiving our first inbound requests. XQL Group's optimization tips have also helped improve keyword rankings, and internal stakeholders are impressed with the team's collaborative approach.
XQL Group has successfully defined a clear marketing strategy and established our company's unique value proposition. The team has also helped hire critical specialists for our marketing team. They are communicative and organized, and their expertise in the tech industry is impressive.
Thanks to XQL Group's efforts, we have defined our marketing strategy and hired key developers for our website. The team has launched retargeting campaigns on LinkedIn and developed a strong content marketing strategy. XQL Group's marketing expertise is a hallmark of the engagement.
They were not just talking about AI search in theory; they knew how to approach it practically.
What impressed us most was their deep specialization in working with software development companies.
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They answer different questions and work best in combination. Demand generation and SEO earn inbound attention across the market — IT directors and transformation leads finding you when they search 'how to choose a NetSuite implementation partner' or land on a vertical-specific page. Those channels bring the account to you. ABM flips the motion: instead of waiting for the right account to find you, you name the companies where trigger signals confirm an active or approaching selection — a newly appointed CIO, a board mandate, a regulatory driver — and proactively reach every member of the buying committee at each one. The difference is also in what you measure: not traffic or MQLs, but account engagement and committee coverage across a named list, tracked account by account in your CRM through RFP entry, finalist shortlisting, and signed SOW. For a high-ACV ERP deal, a handful of the right named accounts worked properly can outweigh a quarter of inbound leads that were never going to fund a multi-year transformation.
Because directory leads arrive at the IT-evaluator level, and the people who fund and approve an ERP program almost never fill out a contact form — they are already forming an opinion about risk and delivery credibility before they enter the formal evaluation. ABM reaches the CFO, CIO, board sponsor, and operations leader at a named target account while the selection is still early or not yet formally open — so by the time the account issues an RFP, your firm has already been credible at the economic-buyer level, not just shortlisted alongside two better-positioned competitors who ran the relationship earlier. The directory also puts you on someone else's algorithm: your ranking is the vendor's tier system, forty other certified firms appear on the same page, and a program redesign can move your pipeline overnight. ABM builds account-level relationships you own, so the directory becomes one channel among several instead of the ceiling on your growth. We run both, track them separately in your CRM, and compound the two rather than replacing one with the other.
By treating it as four or five distinct audiences inside one account and building a proof asset and an engagement play for each — not by running the same message past a CFO who fears wasted capital and an IT director who is evaluating architecture. The IT evaluator and CIO need technical depth: implementation architecture for their platform and industry, change-management methodology, security and compliance posture, integration proof for the systems they run. The CFO and board sponsor need economic evidence: a total-cost and transformation-risk analysis, on-time and on-budget delivery proof from named reference clients in their exact industry, transparency on what happens if a milestone slips. The operations leader needs disruption protection: evidence of go-live adoption, change-management depth, and what you do when the business has to keep running through cutover. We map who sits in each role for every priority account, sequence plays so that the IT evaluator has the technical proof to advocate internally and the economic buyer has the business case to approve the budget, and run the multi-thread so no committee member with the power to fund or veto the deal is left cold. A deal that reaches the board with only the IT evaluator's support stalls at the first sign-off it cannot get through alone.
By putting the right evidence in front of the right stakeholder before they are forced to choose between your firm and a competitor they already know. The fear of a program that runs years over budget, disrupts operations at cutover, or gets abandoned mid-stream is not an irrational obstacle — it is the entire decision. Generic ABM outreach that leads with partner tier, certification count, and 'enterprise-grade methodology' deepens the fear rather than relieving it, because it says nothing the buyer hasn't already seen on every other certified firm's profile. We build account-specific proof assets that answer the failed-go-live fear directly for the stakeholder holding it: named case studies from the CFO's exact industry and company size that lead with the delivery risk removed (on-time and on-budget go-live, the operational disruption avoided at cutover, the migration completed cleanly), a CIO reference call from a comparable implementation, an operations-leader testimony on change management and adoption. When the CFO has already read your go-live proof for a manufacturer their exact size before the first meeting, the evaluation starts at a different level than it would for a competitor who led with a capabilities slide.
By selecting on trigger signals first and firmographic profile second — because the right company at the wrong moment in its transformation cycle is a year of relationship investment for a deal that isn't ready, while a slightly smaller company with a new CIO and a board mandate live in the market is a real opportunity this quarter. We work with your business development and practice leads to build the trigger signal model from your past wins: which signals came earliest (a board mandate, a funding event, a CIO appointment, a failed first-wave), how far in advance they reliably led to a selection, and which industries and platforms your delivery team wins versus loses in when it actually gets to an RFP. We then tier the resulting accounts by trigger freshness, fit, and the ACV justified by that level of personalization — one-to-one for the few strategic accounts where the signal is live and the deal size justifies deep research and full committee coverage, one-to-few for clusters sharing a trigger pattern (a specific regulatory driver, a platform migration from a legacy system) — and give your BD leaders an account-level read on which to prioritize, which to keep warm, and which to drop.
We instrument it end to end in your CRM, rather than attributing deals to the last vendor-directory touch or the first cold outreach, which is how most ERP firms lose credit for the marketing that actually shaped the evaluation. From the first time a named account engages with ABM content or a multi-threaded play, we track which stakeholder threads opened (IT evaluator, CFO, board sponsor, operations), which funnel stages the account moved through (engagement, RFP entry, finalist shortlist, board approval, signed SOW), and how those stages map to the procurement, security, and governance reviews that ERP deals stall in long after the technical evaluation closes. We separate ABM-touched accounts from those that came through the vendor directory or a referral so the channel attribution is clean. We won't claim a LinkedIn touch caused a deal, but we can show you, account by account, which named companies are progressing across the full committee — and which are still stranded with the IT evaluator — across a cycle that takes the better part of two fiscal years. That account-level discipline is part of how we have tracked $30M-plus in CRM-tracked, marketing-led revenue across our book, and it is what keeps an ABM program funded through a long ERP cycle instead of cut halfway through it.
Bring your offer, channels, and revenue goals. We'll show you where the biggest growth constraint is and what to build next.
For B2B tech companies selling complex expertise to serious buyers.
I’m Danylo, founder of XQL. For 9+ years I’ve helped B2B tech companies turn technical expertise into pipeline — 60+ clients and $30M+ in CRM-tracked revenue.
30 minutes, no deck. Bring your offer, channels, and revenue goals — I’ll come with a read on where your biggest growth constraint is and what to build next.
