Arctic Walk-Ins
We rebuilt a manufacturer's demand engine from first inquiry to signed order, and measured everything.
- Growth Strategy
- Lifecycle & Demand Generation
- Martech & Revenue Operations
- Data & Analytics Engineering
Arctic Walk-Ins, part of Arctic Industries, is a US manufacturer of advanced walk-in coolers, freezers, and cooling systems sold to businesses. Its products do quiet, essential work: keeping goods cold, day after day, for companies that cannot afford failure. Every purchase is a considered capital decision made by serious buyers.
Arctic Walk-Ins brought us in as Head of Growth with a mandate wider than any single campaign: rebuild the operating system underneath demand. The program spanned demand generation across inbound and outbound, lead scoring, customer-lifecycle mapping, a refined marketing-to-sales handoff, and a full overhaul of the martech and analytics stack. The goal was a revenue engine in which marketing and sales run as one measurable machine, and in which every stage of the funnel can be seen, scored, and improved.
Serious Buyers, Scattered Signals
Walk-in coolers and freezers are capital purchases. Buyers research carefully, involve multiple stakeholders, and take their time, which means the distance between first inquiry and signed order is long and full of places to lose a deal. Arctic Walk-Ins had real demand and a strong product; what it lacked was the connective tissue: a shared definition of a qualified lead, a clean handoff between marketing and sales, and a martech and analytics stack that could tell leadership what was working. Without that foundation, pipeline was hard to trust and forecasts were harder still. The company needed an engine, and it needed one built to be measured.
One Engine, Fully Instrumented
We operated as Arctic Walk-Ins' Head of Growth, which meant owning the whole system rather than a slice of it. Inbound and outbound demand generation ran as one program feeding one pipeline. We mapped the customer lifecycle end to end, then built lead scoring on top of it so marketing and sales agreed on what a qualified lead actually is. The marketing-to-sales handoff was refined so qualified leads moved with context and speed. Underneath it all, we overhauled the martech and analytics stack so every stage could be measured and every forecast could be defended.
We charted every stage a buyer moves through, from first inquiry to closed deal, and defined what good looks like at each one.
A scoring model gave marketing and sales a single, objective definition of a qualified lead.
Qualified leads now reach sales quickly and with full context, so momentum survives the transfer.
We overhauled the martech and analytics stack so every stage of the engine reports into one measurable view.
The Machine, Measured
Scoring filtered for genuine intent, the handoff moved qualified buyers to sales without friction, and volume and efficiency improved together: qualified leads grew 400% year over year while cost per lead fell 18%. The refined lifecycle showed up at the close as well; deals moved through a shorter sales cycle and closed faster, because sales received the right leads with the right context at the right moment. And with the overhauled analytics stack reporting on every stage, forecasting became something leadership could rely on. The engine did what engines should: it turned inputs into predictable output.
Campaigns end. Operating systems compound.
Let's grow.
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