Growth strategy for ERP & B2B technology companies
Find where growth is getting stuck.
Referrals have slowed. Good deals keep stalling. Sales and marketing are busy, but leadership isn't sure what needs to change first.
I'm Hayley Kornilenko, founder of Esper Strategies. I've spent 10+ years in ERP and B2B technology, where sales cycles are long, buyers weigh implementation risk, and the same people often sell, deliver, and answer support tickets.
I help leadership identify what's blocking growth, decide what comes first, and lead the plan.
What's getting in the way of growth?
The answer isn't automatically another campaign, a sales hire, or a website rebuild.
First, we need to answer better questions.
Pipeline
Referrals carried the business for years. Now they don't bring in enough, and nobody knows what will replace them.
Where will the next good opportunity come from when referrals and vendor leads slow down?
Sales
The pipeline looks healthy until you review the deals. The same opportunities keep moving into next quarter.
Which stage do good deals die in, and why?
Positioning
Sales wants more leads. Marketing wants clearer direction. Both teams are working hard, but they're solving different problems.
Can a buyer explain why they'd choose you over the partner down the street?
Customer growth
Existing customers trust you, but expansion and referrals depend on someone remembering to ask.
Who is paying attention to the customers you already have?
Some of the work behind the strategy.
My experience comes from working with and for ERP partners and B2B technology companies across Canada and the U.S., including work in the Acumatica, Spire, Sage and Microsoft ecosystems.
Sales
Interviewed customers of an Acumatica partner to build a GP-to-Acumatica migration story, and paired it with an ROI calculator the sales team could put in front of buyers weighing the switch.
Positioning
Built a vertical content program for a Spire partner selling into pet food distribution, anchored by a red-flag guide and ebook written around the risks those buyers consider before choosing an ERP partner.
Website & Messaging
Rebuilt an ERP partner's website so a buyer could tell within seconds who they serve, why to choose them and how the sales story carries from the homepage to the first conversation.
Client Perspective
"When I stepped into the role to run GtM for our ERP organization, our content strategy was all over the place. Working with Hayley helped to stay focused on developing content that mattered to our target audience(s) and would perform in SEO and AEO."
Anna Crean, VP of Growth (ERP), i-Tech Support
Industry Involvement
My recent industry involvement includes serving on the acuCONNECT committee, co-moderating the Acumatica Marketing SIG and participating in the DynamicsCon PMR panel.
Start with a Growth Diagnostic.
When leadership knows something isn't working but isn't sure what deserves attention first, the Growth Diagnostic gives us a place to start.
Over two to three weeks, I speak with the people involved and review a focused sample of the evidence relevant to the problem, such as deals, accounts, proposals, sales materials or marketing activity.
I separate what the evidence shows from what still needs testing.
You leave with a written diagnosis, ranked priorities and a recommended sequence of actions, including what to stop or defer.
$4,000 CAD
· Two to three weeks
I lead the strategy. We decide how it gets done.
I lead the diagnosis, strategy, priorities and senior relationship throughout the engagement.
Once we know what needs to happen, there are a few ways to get it done. Your team can execute the plan. Esper can provide additional delivery support. Or we can divide the work between us.
Either way, I'm not handing the strategy off once the engagement starts.
The Diagnostic doesn't lock you into a retainer.
Sometimes your team has what it needs to move forward.
Sometimes the findings lead to a focused strategy project or additional execution.
When the business needs continuing senior guidance, Fractional Growth Leadership keeps the current priority moving, brings unresolved decisions back to leadership and checks whether the changes are working.
The next engagement should follow the problem. Not the other way around.
What are you trying to figure out?
Tell me what's happening, what you've already tried and what you're trying to decide.
We'll spend 20 minutes talking it through. If I think a Growth Diagnostic makes sense, I'll explain why. If it doesn't, I'll tell you that too.