Case study
A $400K enterprise engagement, start to finish.
One deal in full detail: where it came from, what the client actually needed, how it was scoped and negotiated, and what it produced. Figures are reported by me and are not independently audited.
- Engagement value (approximate)
- $400KEngagement value (approximate)
- Sales cycle, first contact to signature
- ~2 monthsSales cycle, first contact to signature
- People on the delivery team
- 7People on the delivery team
- Company new business I sourced and closed
- 70%Company new business I sourced and closed
The client
A United States company building a consumer NFT and Web3 marketplace. The contact came in through LinkedIn, not through an agency network or a referral chain, so there was no existing relationship to rely on.
They were evaluating several vendors at the same time and had already been burned once on delivery quality.
The problem
They needed a full product team rather than contractors: marketplace mechanics, wallet and smart-contract integration, and an interface a non-crypto audience could actually use.
Their internal team could specify what they wanted but could not staff or run the build. Budget approval sat with executives who wanted a clear scope, a cost ceiling and named accountability before signing.
The approach
I ran discovery myself and turned their brief into a scoped delivery plan with phases, dependencies and the decisions that would move cost.
Rather than quoting one number, I priced the phases separately so their finance side could approve in stages and see where money went.
Negotiation covered payment schedule, change handling and the composition of the team. I named the people who would work on it and committed to staying on the account after signature.
After the contract, I stayed in the weekly rhythm with the client lead, kept scope changes written down and priced, and escalated risk early instead of at delivery.
The outcome
An engagement of approximately $400K, the largest single contract the company closed, delivered by a seven-person team.
The account stayed active past the initial scope and the relationship held through the delivery period.
It set the pattern for how the company sold afterwards: direct sourcing, phased pricing, and the person who sells staying attached to delivery.
Next step
The full record is in the CV.
Roles, scope, numbers and references, in two pages.