/
CASE STUDIES
/
2022
/
Soleadify (now Veridion)
How we built an account-based lead generation engine for Soleadify (now Veridion)
/
The TL;DR
The summary
Soleadify (now Veridion) is a data provider with unusually deep coverage of small and medium businesses: accurate classification, real-time updates, and the kind of granular firmographic detail that larger data companies do not hold. When they came to us in 2022, the product was strong and the market was clear. What was missing was a repeatable way to reach it.
The problem with selling data at this level is that the total market is small and the accounts that matter are large, sophisticated buyers who do not respond to volume. Every contact is finite. Burn through a target account with a generic sequence and there is no second list to fall back on. On top of that, the lead generation work sat with a small team that could not afford to run a motion that depended on constant manual effort.
We designed an account-based system built around two ideas: cluster the target accounts by the patterns that actually predicted how they bought, and write nurturing sequences specific to each cluster rather than blasting one message across the whole list. The founder's personal profile and the brand's channels carried the air cover, so that when an outreach message landed, the name was already familiar.
This case study walks through how we narrowed the targeting, clustered the accounts, built the nurturing sequences and personal brand layer, and produced a booked-meeting motion that a single SDR could run, in the months before Soleadify closed a six million dollar round and rebranded as Veridion.
/
The context
About the client
Soleadify is a new-age data company. Where legacy providers offer broad but shallow coverage of large enterprises, Soleadify went the other direction and built unprecedented depth on small and medium businesses, with classification accuracy and real-time updates that made the data usable for the kind of buyers who build products and decisions on top of it.
Their customers were not casual data buyers. They were companies that needed specific, reliable coverage and were willing to pay for it, which made each one a high-value account and a long, considered sale.
In 2022, the company was on the edge of a new stage. Shortly after our engagement, Soleadify announced a six million dollar investment and rebranded as Veridion to support its expansion into the US market. The lead generation work happened in the run-up to that moment, when the commercial motion needed to be sharper than the founder's network alone could carry.
The challenge
A data company at this level plays in a narrow market, and that single fact shapes everything about how you are allowed to generate leads. The pool of accounts worth winning is small, the buyers inside them are senior and selective, and the cost of a clumsy approach is not a low reply rate. It is a contact you cannot go back to.
The instinct in lead generation is to widen the net and increase volume. For Soleadify, volume was the threat, not the solution. Spray the whole list with one message and you do not just waste the send. You spend down a finite asset and teach a valuable account to ignore the brand.
The second constraint was the team. Lead generation sat with a small group that also had other work, so whatever we built could not depend on a specialist running it full time. It had to be a system with clear processes that almost anyone in the company could pick up and run without the strategy living in one person's head.
So the real question was not how to send more. It was how to get the attention of a small set of high-ticket accounts in a way that was valuable enough to earn a reply, repeatable enough to survive a lean team, and disciplined enough not to burn the list in the process.
The target
The first move was to stop treating the market as one audience. Soleadify's buyers did not all care about the same things, and a single value proposition stretched across them would have been weak everywhere and sharp nowhere.
We clustered the target accounts using patterns that were specific to how different kinds of buyers used the data. Each cluster shared a buying logic, a set of problems the data solved, and a language that the people inside those accounts actually recognised. That clustering became the spine of the whole motion, because it let us write to a buyer's specific situation instead of to a generic "data buyer" who does not exist.
Inside each cluster sat the senior, hard-to-reach contacts who made or shaped the decision. These were people already saturated with outbound, which meant the only way in was relevance high enough to separate us from the noise they deleted every morning.
/
The project
The work process
We started where every account-based motion has to start, with the accounts themselves. We defined the target account universe, capped deliberately small, and then built the clusters underneath it so that every contact we approached belonged to a group we understood.
For each cluster we designed a distinct nurturing sequence. The sequences were built on the industry-specific patterns we had identified, which meant the messaging referenced the buyer's real situation rather than a template with a name swapped in. A contact in one cluster received a different conversation from a contact in another, because the thing that made them likely to buy was different.
Underneath the sequences we set up the tooling and the processes that let the motion run without constant senior involvement. The point was repeatability. We documented the steps so the system could be handed to an SDR and still produce the same quality of outreach, rather than degrading the moment the person who designed it stepped away.
Running alongside all of it was the personal brand and content layer. We made the founder's profile and the brand's channels active and engaging, so the outreach never arrived cold. By the time a sequence reached a contact, the name had already appeared in their feed, and the message read as a continuation rather than an interruption.
The solution
The core of the work was account-based discipline applied to a market where discipline was the only thing that would work. We targeted a defined set of high-value accounts, clustered them by buying pattern, and spoke to each cluster in its own language through sequences designed for that group alone.
The clustering is what protected the contact list. Because every sequence was specific to a cluster's real situation, the outreach earned attention instead of spending it, which meant we could work a small market without exhausting it. Relevance was the mechanism that let a narrow list sustain a continuous motion.
The personal branding layer is what made the relevance land. Outreach into a saturated senior audience works far better when the sender is already a known quantity, so we kept the founder's profile and the brand's channels producing content that the target accounts would see and engage with. The content and the outreach were one system, not two parallel efforts.
The processes are what made it survive a lean team. Everything was documented to a standard where an SDR could run the motion without the strategy collapsing into the founder's head, which was the only version of the system that would still be running after we left the room.
/
The results
The results
The motion produced a steady, qualified pipeline out of a deliberately small market.
We worked roughly one hundred target accounts per quarter, and inside those accounts we targeted more than five hundred individual contacts, each one belonging to a cluster we had a specific approach for. Against that contact base, the system booked qualified meetings with about three percent of the people approached.
In a broad consumer motion, a three percent booked-meeting rate would be unremarkable. In account-based outreach to senior buyers in a narrow data market, where each meeting is a considered, high-value conversation and the cost of a bad approach is a contact lost for good, a steady three percent of named senior contacts agreeing to a qualified meeting is a healthy, durable pipeline, and it was produced without burning the list it came from.
The timing matters as much as the rate. This motion was running in the months before Soleadify closed a six million dollar round and became Veridion. We do not claim the lead generation work caused the raise. What we can say is that the company entered that next stage with a documented, repeatable commercial motion in place rather than a pipeline that depended entirely on the founder's network, which is exactly the asset a company needs when it is about to expand into a new market.
Key takeaways
The clearest lesson from this project is that in a narrow market, the contact list is the constraint, and protecting it is the strategy. The discipline to send fewer, sharper messages to clustered accounts is what lets a small market sustain a continuous pipeline instead of being exhausted in a quarter.
Clustering beats personas when the buyers are few and the stakes are high. A persona describes a type of person. A cluster describes a shared buying logic, and writing to that logic is what turns a senior contact who deletes outbound by reflex into a senior contact who replies.
Outreach and personal branding are one system. The reason the messages landed was that the names behind them were already familiar, which means the content layer was not decoration around the outreach. It was the thing that made the outreach work.
And a system only counts if it survives the people who built it. The processes we documented were the difference between a clever motion that worked while we ran it and a repeatable engine the company could hand to an SDR and still trust, which is the version that was still standing when Soleadify became Veridion and moved into its next stage.
/
The outcomes
100
Accounts per quarter
500+
Contacts targeted
3%
Meetings booked
/
The disclaimer
We anonymize most of our case studies, especially the information-dense ones, for obvious reasons. We respect our clients’ confidentiality and the strategic work we create for them. This applies even when clients approve promotional case studies. The strategies, frameworks, and results are real. The competitive advantages stay protected.
/
CASE STUDIES
