Rebuilding Growth at Helix

Challenge

Helix had grown to $60M ARR on a single outbound motion. CAC was rising, discounting was uncontrolled and net revenue retention had drifted below 100%. The board asked for a credible path to $150M ARR within 30 months.

Research

We interviewed 42 customers, 18 lost prospects and every commercial leader inside Helix. Buyers were consolidating vendors, evaluation cycles were lengthening, and the product's value was consistently under-articulated across the funnel.

Strategy

A three-part thesis: repackage the product around platform value, re-engineer the lifecycle for expansion, and diversify acquisition into partnerships and product-led motions. Every bet was staged behind clear success metrics.

Execution

In 14 weeks we shipped a new pricing model, a lifecycle program spanning onboarding to expansion, a partner motion with three system integrators, and a product-led trial that fed the enterprise pipeline. A joint operating rhythm made results visible weekly.