How a Shoe Chain Lifted Conversions from 6.5 % to 12 %—and Proved Scale = Profitable Repeatability
Pavel Novák
Turn SaaS scaling chaos into predictable revenue | 25% faster sales ramp | No FTE required
A case study in building go-to-market systems that actually work—without the expensive mistakes
The Challenge: Having a Product People Want Isn't Enough
When I first landed in Moscow, I thought I was walking into a straightforward consulting gig. A friend who was COO at a women's shoe retail chain had invited me to help turn around their struggling business. They had about ten locations across Russia, decent foot traffic, and products that weren't fundamentally different from their competitors. But they were losing money.
What I found was a perfect example of what Jacco van der Kooij calls "the revenue architecture problem"—having all the pieces but lacking the systematic framework to make them work together effectively.
"I suggested a simple approach: 'Why don't I just hop on a plane to Moscow? I knew this COO from a project we'd worked on together in Hong Kong, and I hadn't seen him for two years. If things go well, we'll start a collaboration. If not, at least we'll reconnect in person.'"
The metrics told the story clearly:
The CEO had all the data—literally live-streaming video from every store—but lacked the framework to act on it. They had what appeared to be product-market fit (people were coming to the stores), but they were missing the systematic approach to creating a predictable customer acquisition machine.
The core principle is clear: "The key is to iterate your way to a repeatable and scalable customer acquisition process." This business wasn't ready to scale because it wasn't even profitable at its current size. As Sam Jacobs puts it: "Scale is profitable repeatability."
The Go-to-Market Transformation: Building Systems That Scale
I was brought in for what became a six-month engagement focused on one core principle: building repeatable systems before trying to scale them. The best advice for startups is "Focus intensely on achieving product/market fit before worrying about scaling the business." This wasn't about bringing in a big consulting firm—it was about hands-on collaboration with the COO and getting CEO sponsorship for real change.
1. Creating Internal Champions (Not Just Hiring More People)
My first move was recruiting an internal change agent team—volunteers who wanted to make a difference. This follows a key principle about change management: you need internal champions who will drive adoption long after external consultants leave.
"The magic happened when the team developed ownership and pride in creating a unique approach to customer service. That's when I knew sustainable change was possible."
Some managers joined from genuine excitement, others for political reasons. But the key was shifting focus from disappointing results to improving processes. As revenue operations experts teach: "Revenue operations is about creating predictable, scalable, and efficient revenue generation."
2. Learning from Competitors (Systematic Market Research)
Instead of assuming we knew best practices, I sent the change agent team to document what every competitor in their mall was doing right. Initially, they returned with complaints about what competitors did wrong.
"Through positive dialogue, we shifted their perspective," I explained. "They began to identify valuable practices they could implement."
This wasn't about copying—it was about systematic market research. These were practices from competitors selling to the same customers in the same location. No one could dismiss the findings as coming from someone who "doesn't understand the market."
3. Building Belief Through Small Wins
I worked directly with sales staff to create immediate wins. In one Moscow store, I had each person focus on just one improvement for 30 minutes and report results.
"We celebrated every small success with a high-five. Soon they realized I wasn't there to criticize—we were partners in their success."
The conversion rate of 6.5% seemed fixed, but we quickly hit 11-12%. This breakthrough illustrates "the power of systematic improvement"—small changes compound when applied systematically across an organization.
This principle applies directly to SaaS: if your team doesn't believe improvement is possible, no amount of new hiring or tools will help. "Culture eats strategy for breakfast"—you need buy-in before you can scale.
4. Creating Standard Operating Procedures
We developed a unique customer service protocol that could be taught to new employees and replicated across locations—what became the company's "know-how." The goal was "building systems and processes that outlast any individual." This included:
The key was creating what experts call "revenue architecture"—systematic, repeatable processes that don't depend on individual heroics.
5. Shifting from Transactional to Meaningful
Perhaps most importantly, I helped the team reframe their work:
"We helped them see that they weren't just selling shoes—they were helping customers bring their visions to life, whether for a wedding, job interview, or special occasion."
This mindset shift is crucial for SaaS companies too. Your team isn't just selling software features—they're helping customers achieve business outcomes.
The Results: When Systems Work, Numbers Follow
After six months, the transformation was measurable:
"Nobody believed a conversion rate above 10% was possible in this market. When we achieved it, it changed everything about how the team viewed their potential."
Beyond the numbers, the qualitative changes were equally important:
This demonstrates the importance of proving unit economics before scaling—we showed the system worked at one level before expanding it.
Lessons for SaaS Companies Building Go-to-Market
As David Skok teaches: "SaaS companies must focus obsessively on the metrics that matter: customer acquisition cost, lifetime value, and churn." This retail case study illustrates the same principles that apply to SaaS companies with product-market fit who need to build scalable go-to-market functions.
1. Audit Before You Scale
Before hiring more salespeople or increasing ad spend, audit your current conversion rates, customer success processes, and retention metrics. "Measure twice, cut once"—understand what's working before you try to scale it. Growth at all cost is a recipe for hard landing.
2. Focus on Process, Not Just Results
When you're struggling, it's easy to obsess over disappointing numbers. Shifting attention to improving processes creates a constructive path forward. "Process creates predictability, and predictability enables scale."
3. Create Internal Champions
Rather than imposing changes from above, recruit volunteers who want to make a difference. Give them ownership of the transformation. This creates sustainable change that doesn't depend on external consultants.
4. Learn from Competitors Systematically
Your competition can be your best teacher. Look for practices you can adapt rather than focusing on their shortcomings. This is market research, not copying.
5. Start with Small Wins
Build confidence through immediate successes before tackling larger challenges. The best approach is "iterative improvement"—make small bets, measure results, and scale what works.
6. Standardize What Works
Create protocols and training that can be replicated across your organization. Document your playbooks so they don't live only in people's heads.
7. Elevate the Purpose
Help employees see how their work connects to customer outcomes, not just transactions. This applies whether you're selling shoes or SaaS.
8. Measure and Celebrate Progress
Regular measurement creates accountability and allows you to celebrate improvements. "What gets measured gets managed, and what gets managed gets optimized."
The Bottom Line for SaaS Leaders
Revenue operations experts emphasize that "revenue architecture is about creating systems that can scale without breaking." The best SaaS companies obsess over unit economics before trying to grow.
This retail transformation proves a key point: having a good product isn't enough. You need systematic, repeatable processes for converting interest into revenue. Whether you're selling shoes in Moscow or SaaS in San Francisco, the same principles apply:
Scale requires proving your system works at your current size first. Prove your unit economics, build repeatable processes, then scale what works.
Most SaaS companies with product-market fit already have the foundation. What they need is the systematic approach to build go-to-market functions without making expensive mistakes. The difference between success and failure often comes down to having a point of view on what makes a great business—and the discipline to build systems before trying to scale them.
Pavel Novák helps SaaS and retail teams build revenue architectures that scale—without the expensive scars. DM me if you’d like to turn your own conversion plateau into a growth curve.
About Pavel: Behavioral strategist and enablement leader at EQirix . Certified Revenue Architect and founding member of Pavilion ’s Prague Chapter, he partners with high‑growth companies to build systematic, repeatable go‑to‑market systems—so you avoid costly scaling mistakes and accelerate sustainable growth.
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