Robotics companies are often built by brilliant engineers who solved a hard technical problem and then hit a harder one: who actually buys this, in which vertical, why they choose it over manual labor, whether to sell it as capex or as a service, and how one pilot becomes a fleet. We build that go-to-market foundation, payback-led positioning, a specific ICP, a capex-versus-RaaS pricing decision, and a land-and-expand channel plan, so spend has somewhere to land. It is the work that turns a great robot into repeatable, CRM-tracked pipeline, backed by 9+ years and $30M+ in marketing-led revenue across 60+ B2B tech companies.
We pressure-test your current positioning, ICP, pricing, and motion against how robotics buyers actually decide and what they compare you to (manual labor, incumbents, waiting), using your sales calls and pilot data to find where the go-to-market leaks.
We benchmark you against the considered-capital-sale B2B tech companies we have run GTM for: which positioning angles land with a conservative buyer, which ICPs focus a sales team, which commercial models turn pilots into fleets, so strategy starts from evidence.
We make the calls: the positioning, the ICP and vertical focus, the capex-versus-RaaS model, the land-and-expand motion, and the sequenced channel plan, prioritized by what moves pipeline fastest given your stage, budget, and competitive set.
We turn the strategy into the assets and plan to run it, messaging, ROI and deployment-proof architecture, funnel and qualification logic, and the channel sequence, and can operate it through the rest of the growth stack so it does not die as a slide deck.
As the motion runs, we read the CRM and the sales floor, which verticals convert, which objections stall deals, what commercial model wins capital approval, which pilots expand into fleets, and refine positioning, ICP, and channel mix. GTM becomes a living operating model tied to revenue.
We have built go-to-market for 60+ B2B tech companies with conservative, ROI-driven, capital-committee buyers. We know the patterns that separate payback-led positioning from capability-led, a focused ICP from a scattered one, and a pricing and commercial model that lets a pilot expand from one that caps it. You are not funding our education on how considered technical products get bought.
We do not disappear into a six-month engagement. In the first weeks we pressure-test your positioning against manual labor and the incumbents, sharpen the ICP and vertical focus, stress-test the capex-versus-RaaS decision, and find where the motion leaks, so you get an actionable GTM foundation fast enough to put spend behind it this quarter.
GTM strategy is worthless as a document, so ours ends in a sequenced, executable channel plan. Because we operate the full B2B tech growth stack, we choose the motion and channels that fit your buyer, stage, and land-and-expand reality, and sequence them, instead of handing you a deck and leaving execution as your problem.
Strategy that ignores the sales floor is fiction. We ground positioning, ICP, and pricing in what happens on calls and in pilots, which verticals convert, which objections stall deals, where you beat manual labor, what commercial model wins capital approval, and keep refining as those signals come in.
We wire the GTM to your CRM from the start, so positioning, ICP, and channel decisions are judged on sourced pipeline and fleet-expansion revenue, not opinion. That is how strategy stays honest and how the spend it directs gets defended, the discipline behind $30M+ in CRM-tracked, marketing-led revenue across our clients.
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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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.”
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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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A custom AI-assistant paid funnel produced 76 leads and 34 booked appointments at $123 per call with an ICP.
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Meta appointment funnels delivered 35 leads at a $42 CPL and closed two deals on modest spend.
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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.
They've brought structure, strong execution, and constant initiative to improve outcomes.
They operated with the discipline and initiative of an internal senior marketer.
Their ability to combine strategic vision with hands-on execution was particularly valuable.
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XQL Group's project management was exemplary.
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Exactly that. It is the most common situation for a robotics company: brilliant engineers solved a hard problem, and no one defined who buys it, in which vertical, why they choose it over manual labor, whether to sell it as capex or a service, or how a pilot becomes a fleet. We build that foundation, payback-led positioning, a specific ICP, a rigorous capex-versus-RaaS decision, and a land-and-expand channel plan, so your technology finally has a repeatable path to market.
It is one of the most consequential GTM decisions you will make, and it deserves a rigorous answer, not a default. Capex sells to a CFO on a capital case and gets the asset off your balance sheet, but raises the buyer's risk and slows the deal; RaaS sells to operations on an operating-expense subscription, lowers the barrier to landing, and smooths adoption, but you carry the financing and utilization risk. The right answer depends on your buyer, your cash position, and your expansion motion. We work through those trade-offs with you and design the pricing, positioning, and motion around the model you choose.
Because robotics markets punish a weak go-to-market harder. The real competitor is manual labor and waiting, so positioning that does not quantify payback is invisible. The buyer is a conservative operations/finance/floor committee, so a demo-led motion stalls at capital approval. The category is jaded by hype. And the economics only work if a pilot expands into a fleet across sites, which requires a GTM designed for expansion. Getting the strategy right is what makes every downstream dollar work.
By making the payback real and present. Against manual labor, we quantify the full cost of the status quo, labor shortage, turnover, injury risk, throughput ceilings, and frame your payback against it in the buyer's own numbers. Against 'let's wait,' we make the cost of delay concrete and prove the reliability is there now, with deployment references in comparable conditions. We build the ICP and messaging around the verticals and use cases where that payback argument is strongest, rather than chasing every interested prospect.
By treating the first deployment as the start of a fleet, not a one-off. We design the motion to land at a single site with a scoped, payback-provable pilot, capture the reliability and ROI data that pilot produces, and use it to expand into more units at that site, additional sites, and comparable operators elsewhere. The positioning, pricing model, proof assets, and channel plan are all built to make that expansion repeatable, which is where robotics economics actually work.
A consultancy typically hands you a deck and leaves, and a strategy that never becomes execution produces no pipeline. We build the GTM foundation and the plan to run it, and because we operate the full growth stack, we can execute and measure it, tying every decision to sourced and expansion pipeline in your CRM. You get strategy that turns into a running, attributed engine, not a document that ages on your drive.
We move in weeks, not quarters. You get a clear GTM foundation, payback-led positioning, ICP and vertical focus, the capex-versus-RaaS decision and pricing, a land-and-expand motion, and a sequenced channel plan, plus the ROI and deployment-proof architecture to run it, all wired to your CRM. Fast enough to put spend behind it this quarter. It is the work that has helped turn great technology into repeatable, tracked revenue across the 60+ B2B tech companies and $30M+ in marketing-led revenue we have delivered.
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.
