LSPedia
LSPedia had strong product potential in the pharmaceutical compliance space, but after more than two years under existing leadership, growth had stalled, the team was burnt out, attribution was nearly nonexistent, and marketing was not operating at an enterprise standard. We rebuilt the structure, modernized the martech stack, tightened operations, fixed revenue leaks, and turned marketing into a measurable growth engine that helped push the business out of the red and into profitability.
Overview
LSPedia had been operating with a VP of Marketing and team in place for roughly two and a half years, yet the company had seen virtually no meaningful growth. Marketing was underperforming, the team was exhausted, leadership was frustrated, and the business remained stuck in a lower-value customer segment with limited profit margin.
The company wanted to break into more valuable pharmaceutical manufacturer and distributor markets, but the marketing foundation was nowhere near ready to support that move. Attribution was weak, sales and marketing alignment was off, email performance had collapsed, SDRs were struggling to book meetings, events were consuming massive budget without measurable return, and even product adoption among existing customers was weak.
Our engagement focused on rebuilding the machine: people, process, martech, reporting, paid media, email growth, event effectiveness, operational discipline, and full-funnel coordination between marketing and sales.
The Problem
No Real Growth Engine
Despite a long runway under prior leadership, marketing had not created meaningful momentum.
- Two and a half years with essentially zero growth
- Burnt out team and frustrated executive leadership
- Less than $1,000 per month in ad spend
- No meaningful social ad program
- SDRs were not consistently booking appointments
Broken Tracking and Revenue Visibility
The company lacked the measurement systems needed to evaluate marketing effectiveness or scale investment intelligently.
- No full conversion tracking
- No mature campaign structure in HubSpot
- Events consuming roughly $800K per year with no real attribution
- Lead routing and lead scoring errors hidden inside legacy systems
- Paid media and form leads not consistently reaching sales the right way
Low-Value Market Position and Weak Adoption
LSPedia was overexposed to a lower-value pharmacy segment while trying to move upmarket into enterprise accounts.
- ARR stuck around $30K per client
- Wanted to break into manufacturers and distributors
- Low-margin pharmacy customers created limited upside
- Many customers struggled with product complexity
- Near renewal, roughly 80% had not connected sources or integrated partner channels
The Strategy
This was not a “tweak the campaigns” engagement. The solution required an enterprise-level rebuild of how marketing operated, how work got done, how performance was measured, and how revenue opportunities were created and captured.
- Reshape the team and assign clearer ownership by tactic.
- Install operational discipline with process, prioritization, and accountability.
- Rebuild the martech stack for full attribution and cleaner execution.
- Fix lead flow, lead scoring, campaigns, nurture journeys, and routing in HubSpot.
- Expand paid media, repair email growth, and finally measure event profitability.
Primary Business Goals
- Move Upmarket: Support entry into higher-value enterprise manufacturer and distributor markets.
- Improve Efficiency: Stop wasting budget on poorly measured motions and underperforming systems.
- Restore Pipeline: Increase lead volume, improve appointment setting, and strengthen follow-up.
- Build Measurement: Make every major channel, event, and conversion trackable.
- Mature the Team: Transform a heavily intern-driven department into an enterprise-capable function.
The Core Shift
LSPedia did not just need more leads. It needed marketing to operate like a real enterprise department. That meant stronger people, tighter process, disciplined project management, accurate attribution, cleaner technology, better campaign systems, and a culture where every tactic connected back to revenue.
Execution
Restructured the Team
We reshaped the department by hiring new people, reassigning responsibilities, deeply training each employee on the tactic they owned, and building a more siloed structure organized by specialization. Some poor performers were removed, and the former VP of Marketing was moved into a VP of Sales role where the fit was stronger.
Installed Operational Discipline
Asana was implemented with strict rules, daily standups, and clearer production accountability. We also created department request forms so other teams could stop flooding marketing with unprioritized work. Marketing meetings were separated from sales so the department could develop its own operating rhythm, then sales was re-integrated through a more intentional meeting structure.
Built the Martech Stack
We integrated a true attribution and performance infrastructure using HubSpot Enterprise, GTM, GA4, UTMs, OptinMonster, DemandSense, ZoomInfo, Microsoft Clarity, and additional technologies. For the first time, the company had a much clearer view into how marketing, leads, and revenue connected.
Repaired HubSpot and Revenue Leaks
A review of the legacy HubSpot setup uncovered major issues. Lead routing was flawed, new leads from forms and paid media were not always reaching sales reps correctly, lead scoring automation was firing in unwanted ways, campaigns were not being used properly, and follow-up and email journeys were underbuilt. We corrected routing, scoring, campaign structure, and nurture architecture to stop opportunities from slipping through the cracks.
Modernized Social Media Production
Social execution had fallen behind, so we introduced a bulk upload process through HubSpot, shifted the team to operating 30 days ahead of schedule, and brought in Canva with a strong library of branded templates. This eased dependency on a single designer and removed a major production bottleneck.
Turned Events into a Measurable Channel
For the first time, event costs such as flights, hotels, meals, and related sales expenses were tracked with intention. We trained the team on event execution, contract negotiation, and how to make booths more active and engaging so people wanted to stop, interact, and submit their information. Dedicated HubSpot forms were created for event lead capture with tracking details appended automatically by event. We also cut shipping costs by replacing a 300-pound wood crate with lighter carbon-fiber-style boxing and began evaluating profitability event by event.
Scaled Paid Media Aggressively
Paid media spend increased to roughly $7,000 per month, and within three months the effort drove $350,000 in sales, $250,000 in event revenue, and a 300% increase in lead volume. Campaigns ran across Google, Bing, Meta, and Instagram, using heavy remarketing and strong prospecting. Simpli.fi was also introduced for convention targeting, geofencing, and broader brand awareness.
Rebuilt Email Growth
Email had been declining heavily year over year because the company was repeatedly fishing in the same pond. We introduced ZoomInfo for SDR cold outreach tied to landing pages, and once users engaged, they were pulled into the warm email database. Combined with more aggressive email capture strategy, lead magnets, remarketing campaigns, and better database growth discipline, email returned as a major revenue driver.
Stabilized Organic Growth and Market Visibility
SEO was stabilized, organic traffic improved around critical pharmaceutical compliance topics such as DSCSA, AI mentions were growing, and visibility in Google News and organic search improved. Marketing was no longer operating as isolated tactics. It was functioning as a connected growth system.
Results
In less than three months, LSPedia went from weak visibility and underperforming systems to full attribution, a stronger team, improved pipeline velocity, and measurable revenue impact across multiple channels.
What changed at LSPedia was bigger than channel performance. A department that had been reactive, underpowered, and difficult to measure became a disciplined enterprise marketing function with real process, real attribution, and real revenue impact.
Outcome
By the end of the engagement, the marketing team had been transformed from a largely intern-driven operation into a far more mature enterprise-level department. The team understood process, knew how tactics supported one another, had stronger lead magnet and funnel strategy, and was operating with significantly more confidence and precision.
Just as importantly, the business had achieved something leadership did not expect to see so quickly: profitability during a period of high employment costs and major investment into product redevelopment. That shift positioned LSPedia for stronger PR, stronger market credibility, and a much healthier next phase of growth.
This engagement proved that when the right systems, people, process, and measurement are put in place, even a stalled department can become a major financial lever for an enterprise SaaS company.