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How Henrik Becker Applied Qualitative Research to Help Survey Anyplace Restructure their Business

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This case study is a great fit for B2B companies that want to grow their value, as well as existing B2C companies that want to transition to a B2B model.
In this case study, you'll learn how I ran a series of SaaS-focused workshops to help a startup restructure their organization according to EOS guidelines.
A leadership team with a renewed sense of purpose
Clearer goals, tasks, & responsibilities
Increased motivation, excitement, & creativity

A SaaS Company in Needs to Reorganize and Refocus if they Want to Keep Growing

Survey Anyplace is a bootstrapped Antwerp-based B2B SaaS company. They were struggling to figure out a way to facilitate growth without a loss of organization and efficiency. The company had outgrown its original structure, and the way things were once organized had led to vague priorities and ambiguity about who did what. When accountability is not clear, a business can become passive and meandering. It's frustrating to want to go to the next level, but not know how to get there.

The goal was to restructure the company so as to remove ambiguity, reinforce accountability, and align everyone with a clear set of goals. Once a business is functioning smoothly, you can anticipate growth and deal with it effectively.

This was done according to a system I teach to SaaS companies, tailored for them — a framework that helps you align your leadership team, create a vision, and implement everything you need in order to execute it consistently. This framework covers everything from company structure and quarterly goals to brand identity and mission.

Through my extensive experience in SaaS, both as a manager and in a consulting role with many different companies, I've been able to spot patterns. More than a generic business coach, my perspective is informed by my accumulated knowledge of what works and what doesn't in the SaaS space. I was also a good fit because of my strategic experience with marketing and sales.


Initial meeting & pitch

Initial meeting & pitch

When I first speak to a new customer I always have a live meeting, whether face-to-face or via video call. In this case, I live-pitched in Antwerp.

During this meeting, I wanted to know all about the business: challenges, problems, frustrations, but also strengths and things that were going well. I then explained how my approach could help them.

The goal was to get on the same page about our aims, to explain my process, and to see if there's a personal connection.

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Accountability and execution workshop

My first workshop focused on structure, accountability, and execution. I wanted the team to be able to get things done before we started talking about vision. If you do it the other way around, you risk getting mired in endless dreams without being able to execute them. This client in particular had a grand vision but weren't consistently executing towards it.

I took the team through various exercises to help them establish responsibilities, reporting structure, goal-setting and a weekly meeting to hold everyone accountable and fix problems.

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Vision and values workshop

By the second and third workshops, I could tell that the participants were fully on board, as these were the aspects that interested them the most.

We looked at the values implicit in the company structure and got a clear picture of what kind of people they want to be and attract as a company.

We also looked at the company's focus: why are you doing this, and what are you the best at? All decisions the team makes must be held up against the focus in order to stay on track.

We set the 'big goals', the things they were headed towards in one year, three years, and so on.

Then we implemented all that we'd learned in establishing a new set of quarterly goals.

Like most, the client said they already had regular meetings and quarterly goals. But once they started properly implementing my method, they began to express a real enthusiasm for it.

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Quarterly engagement

The final step was transitioning into a quarterly rhythm, with my role becoming more coaching-focused.

I kept speaking to the CEO on a regular basis and did a workshop with the whole team every quarter. Here we would realign everyone according to the vision, set goals for the next quarter, and take time to discuss and solve major issues.

Humans can't really look beyond 90 days worth of time, and so quarterly meetings are invaluable to keep the momentum going. This is also the time to teach specific tools and insights based on the company's needs.

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Optional yearly workshop

At the end of the calendar year, we moved from a quarterly to a two-day, annual review workshop. This includes extras like SWOT analysis and team building.

I tend to stay involved as long as clients need me to feel confident but usually, somewhere in the second year, they're ready to take off the training wheels and go their own way.

Some clients want to go off on their own earlier. However, I always urge them not to do this too soon in case they begin to let things slide, undoing all their hard work. It's difficult to build a culture of accountability if you don't have someone to keep you accountable.

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A Focused, Motivated Team that Works Smarter & Communicates Better

The client's leadership team is now imbued with a sense of meaning. Instead of just doing, they're working towards a clear goal and with more spirit and enthusiasm. It's become more than a job for them — something with a genuine purpose that generates positive energy.

With a more goal-orientated and realistic approach to task-setting, the team is more committed to what they do. It sounds so simple, but it's life-changing.

Additionally, the boundaries we set demystified the more nebulous, "under the surface" aspects of the company. As a result, team members can now stare any problems in the face, bringing them to the surface and tackling them more quickly. Even if you decide not to act on an issue, at least you've made a conscious decision. It's not in the back of your mind, pestering you; it's documented.

More clarity has also led to more creativity and more consensus. All these things culminate in a much happier team, a better working atmosphere, and consistent business results.

A team always needs to grow into the process. Some leadership teams love that I tackle the concrete, practical side of things first, but this client didn't start to fly until we got to vision and long-term goals. This is different for every client, and I've learned to let things play out.

In the future, I hope to be able to offer more specific outcomes for a SaaS company structure, going deeper into recruitment, for example, and company positioning.

I help B2B SaaS companies turn website traffic and leads into paying customers. Many SaaS companies struggle with getting enough demos, trials and ultimately paying customers. I make full use of marketing automation and sales enablement to improve their sales pipeline.