From SMB-only to a mid-market SaaS in two quarters.
The situation we walked into.
Wisesight is a Bangkok-built social-intelligence SaaS loved by individual analysts but stuck below the mid-market line. We repositioned the brand, rebuilt product marketing, and ran a focused ABM motion against 250 target accounts.
How we built it.
Mid-market reposition
Repositioned from PLG-only to a credible mid-market platform with proof and a category POV.
Rebrand
Identity, site and product marketing tuned for buying committees, not solo analysts.
ICP content engine
Long-form, comparison and case content for 4 personas across the funnel.
ABM + paid
250 target accounts across BKK, JKT, MNL , signal-based paid and SDR built around content engagement.
The deliverables.
- Mid-market repositioning and messaging house
- Marketing site rebuild and product marketing pages
- Persona films and ICP one-pagers
- Long-form content and competitive comparison library
- ABM program across 250 target accounts
- Signal-based paid media and SDR enablement
The numbers.
Outcomes attributed to the work, measured against business goals , not vanity.
Methodology: Figures are measured over the engagement period against a pre-engagement baseline agreed with the client. Revenue and pipeline numbers are attributed via the client's analytics stack (GA4, Shopify, HubSpot or equivalent). All money values shown in USD, converted at the average exchange rate for the period. Brand and founder names are representative where confidentiality was requested.
Wisesight had the classic PLG ceiling: a product loved by individual analysts across Thai and Indonesian agencies, almost zero traction in the buying committees that signed mid-market contracts. Pipeline was thin, the marketing site spoke to power users, and demos rarely reached procurement.
The reposition was the hard part. We workshopped the founders into a sharper category POV, then rebuilt the brand, the site and product marketing around four mid-market personas — head of insights, brand marketing, comms lead and the champion. New ICP one-pagers, comparison content and persona-led films replaced the generic feature pages.
On the demand side, we ran a tight ABM motion against 250 target accounts across Bangkok, Jakarta and Manila: signal-based paid search, intent-triggered LinkedIn, and an SDR sequence built around content engagement rather than cold lists. Sales and marketing operated off one pipeline view, with weekly war-rooms reading the same data.
Two quarters later, pipeline had tripled, 58% of new ARR was coming from the mid-market segment that previously didn't convert, and demo-to-close had nearly doubled. The product hadn't changed. The brand had grown up to meet the buyer.
“We had a great product and a small-business ceiling. The rebrand and ABM motion broke through it in two quarters.”
