Hi, I am Wayne, the founder of Bluewind.

Here is my offer:

Forget about Bluewind.

You only care about results. So let's talk revenue instead.

I will generate you $10M of pipeline over the next 12 months.

And you will only pay me based on how much you close

$10M "pay per closed" revenue

a. One successful Offer

I need you to have ONE successful product or service.

And we will just focus on selling ONE SINGLE  product or service over the next 12 months

Which means: only ONE offer.

b. 500k+ offer (per year)

This needs to be a $500k+ offer.

You need to charge more than 500k per year for this offer.

c. Orgs with 1000+ employees

Bluewind can definitely help smaller sized orgs.

But it will benefit bigger organizations much more. This is because adding processes to larger organizations typically costs significant money and time.

And I designed Bluewind to be proactive and take care of the change management for them.

Bluewind is not just an app. It's an AI agent.

If you're curious about AI agents, check out my article You don't understand AI agents.

Not only will it do everything I said above...

But it will also take care of the proof of concept. It will suggest drafts to your AEs via emails first.

This means your AEs will first experience the value of Bluewind BEFORE being "forced" to use an application just because you (the buyer) liked it.

This reduces your cost of change management. I built Bluewind to reduce organizational complexity. It's not about firing your whole sales department, it's about doing more with less.

And that's something more valuable for bigger orgs.

Worse case scenario after 12 months: No revenue generated.

Average case scenario after 12 months: $5M revenue generated.

Best case scenario after 12 months: $10M revenue generated.

There are a lot of things we're going to discover about your current business processes.

And sometimes this means: we discover work that needs to be done.

I provide revenue automation services that complement Bluewind so you don't need to allocate an internal resource for the project.

The goal is to increase the chances of success

a. Cold email Services

You might be able to reach out to your ideal customer by publishing content on Linkedin or reach out to them via Linkedin messages

But a lot of buyers don't consume much social media.

One way to generate leads is publishing content on your website and rank on keywords your prospects will search when they face the problem you're solving.

But what if you want to be proactive? What if you want to contact your ideal customer BEFORE he encounters the problem you're solving?

Ideally, as soon as he encounters THIS PROBLEM, your prospect thinks about YOU.

That's why, despite cold emails being a saturated channel, it's still a very good way to reach out to new customers at scale. Because most buyers are looking at their emails.

And this is even more true in enterprise sales.

But it's getting harder and harder to land in the primary inbox of your customers.

If you're average, you will go in the "promotions" inbox. If you're bad you will land in spam.

That's why I provide cold email deliverability services for my clients.

Here is an overview of the problems I solve:

"We don't even know if we're landing in spam or not"

I provide audits. This space keeps evolving every day. I consult the experts in this field in order to learn about the best practices and apply these best practices with my clients.

"We know we're landing in spam or promotions, we need to improve our deliverability"

I build cold email infrastructure from scratch and I train your Revops team so they can maintain it in the long term without me.

b. CRM Automation Services

Lead generation is not just about launching a campaign.

It's also about building systems and processes connected to your CRM AND the other tools you use.

Unfortunately, the marketing/sales stack is getting more complex every day. It's getting harder and harder to get things done.

Having people who can wear multiple hats is becoming more and more important because your needs are going to vary every day:
- API integration
- Data cleaning
- Data enrichment
- Evaluate the best go-to-market tool to buy for your specific needs
- Cost optimization on your CRM (consolidating tools, use non marketing contacts as much as possible)
- etc, etc, etc...

What's even harder is that you can't just hire a developer. You also need someone with basic fundamental marketing skills, organizational processes, etc, etc...

I put all these tasks under "CRM automation services"

c. Process Mining/Shadowing

I have a love/hate relationship with the word "automation".

I think we automate too early.

Not only that. We automate the wrong things.

RIGHT NOW, as you're reading this, one of your account executives is doing a manual task that is extremely high value.

And you're missing out on an opportunity to turn this into an SOP (Standard Operating Procedure).

Maybe, just before jumping on a call with your prospects, your AE systematically looks at a key data point on their linkedin, or on crunchbase.

Maybe he has found an amazing way to cold-email new prospects, and your SDRs don't even know about this.

Automations should never be built out of thin air. They should always be built from manual tasks your team is already doing.

But oftentimes, there is a gap between your operations and what you decide to automate.

And if you don't bridge that gap, your ability to grow your revenue will be limited.

This gap exists because the devs don't watch the ops people working.

I call this "shadowing".

Shadowing is weird. You shut up and you watch someone doing his/her work.

You don't HEAR John say "Before every call I go on the website of the account and I try to see if they use Wix, Webflow or Hubspot CMS".

Because there is a gap between what John SAYS he's doing and what he's ACTUALLY doing.

You don't ask John, "hey can we jump on a call so you share with me the data point you're looking at before jumping on your first demo call?"

You just ask John "Can I watch you work for an hour?"

And there are ways to ask. Because John is not used to it. He might think his n+1 wants to do some knowledge transfer so he can let go of him.

You need to have shadowing rituals where you frequently meet John at a certain time.

And it should feel a little bit weird, and awkward because these sessions are mostly silence and iteration. Very similar to how a product manager would watch someone use his product in real-time.

Shadowing allows us to "mine processes". The deliverable is a piece of text that describes the SOP John is following.

If the SOP is good, you can then try to scale it manually, by telling Sarah (another account executive) to also do it or by building an automation so Sarah automatically benefits from the SOP.

I provide process mining services.

And the "shadowing sessions" fuel every automation that I built.