Built a Digital Marketing Center of Excellence That Reduced CAC by 80%
Cut Customer Acquisition Costs (CAC) by 80% and built a scalable engine for revenue diversification
The Challenge
A billion dollar software company was pursuing new-logo growth in highly competitive markets without a unified digital marketing program.
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The traditional go-to-market approach had helped the business reach its current position, but it was not designed to win in new markets or create consistent demand across multiple business units and ideal customer profiles.
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Digital activities were distributed across the organization, best practices were applied inconsistently, and critical capabilities were being handled part-time by costly external agencies. The business needed a more strategic, centralized, and accountable model.
The Action
We built the business case for a Digital Marketing Center of Excellence and led the effort to turn fragmented activity into an enterprise capability.
CENTRALIZED
Centralized the fragmented digital strategy and execution from across the 5 different business units.
STANDARDIZED
Established shared standards, governance, compliance, measurement, and best practices.
ALIGNED WITH CUSTOMER JOURNEY
Mapped digital programs to the needs of distinct business units, markets, and ideal customer profiles.
EXPERTISE
Brought critical capabilities in-house where greater ownership, speed, and expertise would improve performance.
OWNED THE OUTCOMES
Reduced dependency on expensive, part-time agency support by bringing in critical talent to own outcomes.
OPTIMIZED AND SCALED
Created a scalable model for building workable pipeline across the portfolio and different needs of the business.
The Results
$3b+
Pipeline Supported
80%
Decrease in CACs
33%
Revenue Diversification
10+
Industry Verticals Supported
The impact
Why it worked
The new model reduced customer acquisition cost by 80% and created $3 billion in workable pipeline across ideal customer profiles and business units.
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The digital growth engine supported the company’s expansion beyond its core market and contributed to 33% revenue diversification outside the core business.
This was not simply an organizational redesign. It connected expertise, process, technology, and accountability around a common growth goal.
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Centralization created consistency and leverage, while the in-house model improved speed, ownership, and the ability to learn from performance.
Is fragmented digital execution limiting growth?
At Robin Opperlee Consulting, we help organizations build the operating model, capabilities, and discipline needed to turn digital marketing into a measurable business engine.