We measure in revenue,
not in deliverables.
Every engagement has a financial outcome attached. Here's what the work looks like when it's done right.
From 9.5-month ramp to 4.2 months — with the same hiring profile
The Problem
A fast-growing DevOps platform was hiring 8–12 AEs per quarter but watching new reps take nearly 10 months to hit full quota. Sales leadership blamed hiring quality. The data told a different story: onboarding was a 3-day product dump followed by shadow selling with no structure, no milestones, no accountability.
The Intervention
We deployed a 90-day engagement: diagnosed the ramp bottleneck, redesigned the entire 30/60/90 onboarding architecture, built a certification framework, and installed a manager coaching cadence that made frontline leaders accountable for new hire development — not just quota.
The Outcome
Within two quarters, average ramp time dropped from 9.5 months to 4.2 months. First-year quota attainment rose from 38% to 71%. The company estimates the intervention recovered $3.8M in revenue that would have been lost to slow ramp.
Revenue per rep increased 34% without adding headcount
The Problem
A FinTech platform had grown from 15 to 48 reps in 18 months. Revenue grew, but revenue per rep declined 22%. The board was questioning sales efficiency. Marketing blamed sales. Sales blamed product. Nobody was looking at the system.
The Intervention
Our Revenue Leak Diagnostic revealed three critical gaps: no structured competitive enablement (reps were freelancing against 4 key competitors), no content aligned to late-stage buyer objections, and a complete disconnect between what Marketing produced and what Sales actually used. We built and installed an enablement architecture that closed all three gaps.
The Outcome
Within one quarter, win rate on competitive deals jumped from 28% to 44%. Revenue per rep increased 34% over two quarters. Marketing-produced content usage went from 12% to 67%. The CRO called it "the highest-ROI investment we made all year."
Unified enablement across 4 product lines and 200+ sellers
The Problem
After two acquisitions, this cybersecurity company had 4 product lines, 200+ sellers, 3 different CRMs, and zero enablement cohesion. Each business unit ran its own onboarding, created its own content, and measured success differently. Cross-sell was near zero. The CEO wanted a unified go-to-market within 6 months.
The Intervention
We embedded as Fractional VP of Enablement for 9 months. Built a unified enablement function from scratch: standardized onboarding across all BUs, created a shared competitive intelligence program, designed a cross-sell enablement track, and stood up a measurement framework that gave the board visibility into enablement ROI for the first time.
The Outcome
Cross-sell revenue went from $800K to $4.2M in the first year. Average ramp time standardized at 5.5 months (down from 7–13 months depending on BU). The company hired its first full-time VP of Enablement, and we managed the transition seamlessly. They've since called it "the most important operational decision of the integration."
"We'd tried two enablement platforms and a consulting firm before Orenda. The difference was immediate — they didn't sell us a framework, they diagnosed our specific problem and fixed it. Our Q3 was the best in company history."
"I've never seen someone quantify the cost of bad enablement so clearly. The revenue leak diagnostic alone justified the entire engagement. Everything after that was pure upside."
"Orenda operated like an executive, not a consultant. They understood our board dynamics, our investor pressure, and our operational reality. That context made the recommendations actionable, not theoretical."