# How Hannon Hill grew revenue 79% by learning to sell enterprise.

Client: Hannon Hill

Hannon Hill had an enterprise-grade product and an SMB sales motion. Average deal size sat at $40K and only 4% of deals cleared $100K, so every dollar of growth required more logos, more onboarding, and more strain on a customer success team that was already reactive.

Engagement: 17 months

## Results

- Revenue growth: 79% YoY
- Average deal size: +220%
- Deals $100K+: 4% to 57%
- Pipeline coverage: 1.25 to 3.68

## The GTM Gap®: Enterprise product, SMB motion

Hannon Hill was not losing because the product could not carry enterprise deals. It was losing because nothing in the sales motion was built to sell one. Pricing, qualification, and reporting all assumed a small deal, so that is what the team produced.


## The Work: Four installs: qualification, pricing, reporting, documentation

We rebuilt the motion in sequence rather than in parallel: qualification first, because pricing and reporting are both meaningless on top of deals nobody agreed were real.


## Outcome

Revenue grew 79% year over year. Average deal size climbed 220%, and deals over $100K went from 4% of the book to 57% of it, with deal velocity holding flat despite the added complexity. Pipeline coverage stabilized at 3.5x the quarterly run rate. The team now runs its own data-driven pipeline reviews against documented stage criteria, and the playbooks, battlecards, and SOPs are theirs to operate. We closed out with a 90-day priority framework naming the three risks that could undo it: RevOps ownership, customer success structure, and new business concentrated in a single seller.

## Client Perspective

> We thought we had a pricing problem. RR showed us we had a qualification problem, and that fixing it in the wrong order would have cost us a year. Seeing our deals over $100K increase so much was a huge win!

Kat Liendgens, CEO

Page: https://www.revenue-reimagined.com/case-studies/hannon-hill-enterprise-revenue-growth