How Rainforest QA built predictable pipeline and doubled monthly bookings.

Rainforest QA's AI-driven test automation platform had real pull, but sales capacity planning was guesswork, outsourced reps weren't converting, and forecasting was a mess. We rebuilt the ICP, the pipeline math, and the team underneath it.

Client: Rainforest QA — Software & IT Services, Series B. Engagement: 22-month engagement .

Results

• Revenue bookings: 2.4x
• Average ACV: +156%
• Time to close: 143% faster

The Gap: Hopecasting, not forecasting

Rainforest QA's product had real pull, but the sales motion underneath it hadn't caught up. Capacity planning was guesswork, outsourced reps weren't converting, and the team's own name for its forecast process said it all: hopecasting.

• Capacity planning was guesswork — Sales capacity planning and revenue projections had no data-backed method behind them, so growth targets were more hope than plan.
• Outsourced reps weren't converting — The outsourced sales function wasn't producing, and leadership couldn't tell whether the problem was the people or the process.
• Forecasting was "hopecasting" — AEs were closing around 20% of qualified deals, and the team's own name for the forecast process — hopecasting — showed how little anyone trusted the number.

The Fix: Three moves: positioning, pipeline, coaching

We rebuilt the go-to-market foundation first, then the pipeline math, then the people running it.

• Rebuild ICP, messaging, and value prop: Partnered with Rainforest QA to refine their ICP, sales messaging, and team enablement, and developed a new value proposition to speak directly to their target audience. Why: An evolved product-market fit strategy needs a go-to-market motion that matches it — the old messaging was still selling to yesterday's buyer.
• Fix the qualification, then the forecast: Diagnosed that a ~20% close rate traced back to incorrectly qualified leads, then installed structured pipeline reviews, forecasting audits, and a data-backed qualification methodology. Why: You can't build a predictable pipeline on top of leads that were never qualified correctly in the first place.
• Coach the team running it: Provided hands-on sales and executive coaching to fast-track the internal team's expertise, backed by years of direct sales leadership experience. Why: A new process only sticks if the people running it have the coaching to execute it under pressure.

Cost of inaction

Rainforest QA was scaling reps and spend against a forecast no one trusted — a roughly 20% close rate driven by bad qualification meant marketing and hiring dollars kept chasing deals that were never going to close, while leadership had no reliable read on what pipeline coverage actually meant.

90-day outcome

Monthly net new revenue bookings doubled and average ACV grew 150%, with new revenue opening up through professional services sales — built on a pipeline the team could finally forecast with confidence instead of hope.