How a Series C Treasury and Corporate Cash Management Platform Built a Repeatable CFO Pipeline With ABM
Client identity protected under NDA. The company below is a composite profile drawn from active MV3 Marketing engagements in the corporate treasury and B2B fintech category. Details available under mutual sign-off in a discovery call.
Composite Company Profile
The client is a Series C corporate treasury and cash management SaaS platform serving mid-market and upper mid-market finance teams. Company stage at the point of engagement:
- Headcount: 180 employees across product, engineering, and revenue
- ARR: approximately $22M, growing 42% year over year
- Average contract value: $68,000 annual, with a 22-month typical customer lifetime at time of engagement
- Ideal customer profile: US-headquartered companies, $100M to $2B in annual revenue, with an in-house treasury function of 2 to 12 people
- Buying committee: CFO as economic buyer, Treasurer as champion, VP Finance and Controller as influencers, IT and Security as gatekeepers
The category is crowded. Legacy TMS vendors, banking portals, and newer API-first competitors all pitch overlapping value. Every deal was going through a 5 to 7 person committee, and the client had no repeatable way to reach the CFO seat before a competitor did.
The Problem
Growth had been driven by inbound demo requests and a strong outbound SDR team working from job-title lists. That engine worked well from $2M to $18M in ARR. By the time the company crossed $20M, the returns were flattening.
Three symptoms surfaced in the same quarter:
- Pipeline coverage against the annual number had slipped to 2.4x, well below the 4x board expectation
- Win rate on competitive deals with a CFO as economic buyer had dropped from 31% to 19%
- Average deal cycle had stretched from 84 days to 141 days, with most of the drag happening at the security and procurement gate
The revenue team had tried three fixes in the prior 12 months: a rebrand of the outbound sequences, a paid content syndication pilot, and an SDR pod dedicated to enterprise. None moved the needle. The board asked for a third-party read before approving another headcount request.
What Our Team Diagnosed
Our SEO and analytics team ran a 21-day discovery. The finding that mattered most was not about messaging. It was about who the pipeline was actually reaching.
Roughly 78% of opened opportunities in the prior four quarters were sourced through a Treasurer or Assistant Treasurer contact. Only 9% touched the CFO seat before proposal stage. The deals that did reach the CFO early had a 2.6x higher close rate and a 34% shorter cycle. The client was building pipeline at the wrong altitude in the buying committee.
The second finding: the account list was too flat. 4,100 target accounts were treated with the same cadence and message. Tier 1 accounts, the 240 companies representing 61% of addressable ARR, were not getting the resourcing they warranted.
Strategy MV3 Shipped
Vance oversaw the engagement. Our ABM, paid media, and analytics teams executed a three-track program under a $5,997 per month Growth AI retainer, with a discovery-phase surcharge in month one for research.
The plan had three moving parts:
- Tiered account list rebuild. We rebuilt the 4,100 account universe into three tiers. Tier 1 (240 accounts, top ARR fit, active intent signals), Tier 2 (860 accounts, fit but no signal), Tier 3 (3,000 accounts kept for nurture only). Firmographic and technographic fit was scored using CFO tenure, treasury team size, ERP stack, and banking relationship signals pulled from three data sources.
- CFO-seat content and channel plan. We shipped six executive-grade assets aimed at the CFO reader: a working capital efficiency benchmark report, a cost of idle cash calculator, two peer-interview think pieces, a board-deck template on treasury KPIs, and a payment fraud loss postmortem study. These were promoted through LinkedIn Ads to the CFO title layer at Tier 1 and Tier 2 accounts, plus a hand-curated 12-touch ABM sequence built for Tier 1.
- Revenue analytics rebuild. We rewired the client’s GA4, HubSpot, and Salesforce reporting so pipeline could be sliced by buying committee seat, not just by contact source. Attribution was reworked to credit first CFO touch, not last known contact.
Implementation
Deliverables shipped during the engagement:
- Rebuilt 4,100 account list, tiered and enriched
- 240 Tier 1 account plans, each with a mapped buying committee, entry point recommendation, and personalized opening asset
- Six CFO-seat gated assets and two ungated cornerstone pages
- 12-touch cross-channel ABM sequence (LinkedIn, email, direct mail for top 40, sales voicemail drops)
- LinkedIn Ads program with three ad sets segmented by CFO tenure and company size
- New Salesforce and HubSpot reports covering buying committee coverage, CFO touch rate, and multi-thread deal health
- Weekly pipeline review cadence between MV3 and the client’s Head of Marketing, VP Sales, and CRO
Cadence was tight. Weekly pipeline reviews, biweekly creative refreshes, monthly QBRs with the CRO and CFO of the client.
Outcomes
Results measured 7 months after the discovery kickoff, against the trailing four-quarter baseline:
- CFO touch rate on new opportunities went from 9% to 44%
- Tier 1 account engagement (defined as a booked meeting with any committee member in a rolling 90 day window) reached 38%, up from an estimated 6% at baseline
- Pipeline coverage against annual number recovered from 2.4x to 4.7x
- Win rate on competitive deals rose from 19% to 29%
- Average deal cycle compressed from 141 days back to 96 days
- Blended CAC on ABM-sourced closed-won deals came in 31% below the SDR-sourced baseline
The client used the recovered pipeline coverage to hold headcount flat for two quarters and reinvest the savings into product, a move the board rewarded at the next round.
Timeline
Total elapsed time from discovery kickoff to the 4.7x coverage read: 7 months. Discovery ran weeks 1 through 3. Tier 1 launch went live week 6. First closed-won deal attributable to the new program landed in week 14. The compounding results between months 5 and 7 came from Tier 1 accounts moving through the funnel now that the CFO seat was engaged early.
Composite Testimonial
“Our team knew we had a coverage problem. We didn’t know we had an altitude problem. Once we started reaching the CFO in week one instead of week ten, everything about the deal changed.” — Priya, VP Marketing
NDA Framing
Client identity is protected under a mutual NDA. This case study reflects a composite of active MV3 engagements in the corporate treasury and B2B fintech category. Named results, contract terms, and platform-specific details are available under mutual sign-off during a discovery call.
Ready to Build a CFO Pipeline That Actually Compounds
If your team is selling into finance and treasury buying committees and your CFO touch rate looks anything like the pre-engagement numbers above, we should talk. Our ABM programs are built for Series B through Series D fintech, treasury, and finance-adjacent SaaS companies with an ACV north of $40,000.
Book a discovery call to see how we would tier your account list, or read more about our ABM program and demand generation retainers.
Program overseen by Vance Moore, CEO of MV3 Marketing. ABM execution by Jordan Reeves and the MV3 outbound team. Analytics rebuild by Ryan Brooks. Content strategy by Alex Carter.
