You were about to ask “What did you do?” So I made you a checklist.
Reduce cost per lead and improve lead quality for an enterprise SaaS platform in the facility and asset management space, without increasing media spend.
The company was a market leader with strong product-market fit, a solid sales team, and a healthy media budget. And yet the leads weren’t coming in at the volume or cost the business needed. The usual suspects had already been interrogated: targeting was refined, bidding was optimized, channels were diversified. The problem wasn’t where the ads were running or who they were reaching. The problem was what the ads were saying. The existing creative and landing pages read like they were written by the product team for the product team. Feature lists, technical specifications, platform capabilities. All accurate. None of it gave a busy facility manager a reason to stop scrolling and care. The creative was speaking the company’s language, not the buyer’s.
In B2B SaaS, there’s a persistent belief that enterprise buyers make rational decisions based on feature comparisons and ROI calculators. They don’t. A facility manager evaluating software isn’t thinking about API integrations. They’re thinking about whether they’ll still be getting calls at 11 PM when a building system goes down. They’re thinking about whether this tool will make their Monday morning less miserable. The buying decision is emotional first, justified rationally second. Creative that speaks to human outcomes (less stress, fewer emergencies, more control) will always outperform creative that speaks to platform capabilities (cloud-based, AI-powered, fully integrated). The features matter. But they matter after you’ve earned attention, not before.
Stop optimizing the media and start optimizing the message. Use voice-of-employee research and competitive intelligence to uncover the real emotional drivers behind the purchase decision, then rebuild the creative and landing pages around those drivers. Test continuously, let the data pick the winners, and scale what works.
Voice-of-Employee Research.
Interviewed frontline employees, customer success managers, and sales reps to surface the language real buyers used, the pain points that actually triggered searches, and the emotional outcomes that closed deals. This wasn’t a branding exercise. It was an intelligence operation to find out what people actually said when they were frustrated enough to look for a new solution.
Competitive Creative Audit.
Analyzed competitors’ messaging to identify gaps and opportunities. Most of the category was saying the same thing in the same way. The audit revealed specific positioning angles that no competitor was claiming, giving us room to differentiate on message alone.
Creative Rebuild.
Developed new ad creative and landing pages that led with human outcomes: efficiency, ease, reliability, control. Stripped out the jargon and feature lists. Replaced them with language that reflected what the buyer was actually feeling, not what the product team wanted them to know. Every headline was designed to make a facility manager think “that’s exactly my problem” within the first three seconds.
Continuous Testing Framework.
Built a systematic A/B testing program across creative, copy, and landing page elements. Every variation was measured against CPL and lead quality, not just click-through rate. Winning combinations were scaled. Losers were killed fast. The system got smarter every week.
