Fixing messaging and content structure to support brand and pipeline
Company: SaaSplaza
Focus: Messaging, content strategy, rebrand support
Constraint: Strong offering, unclear positioning, inconsistent content
SaaSplaza had a strong set of offerings, but the way they were presented didn't really pack a punch.
The existing messaging didn’t clearly reflect what they actually did or why it mattered. At the same time, content lacked structure. There was no LinkedIn presence, no clear rhythm, no consistency, and the newsletter was published occasionally, mostly because competitors had one, not because there was something consistent or meaningful to share.
With an acquisition and rebrand on the horizon, it was the right moment to step back and decide how the brand should evolve. This became about fixing both the foundation and the output.
My approach
I started with buyer persona and customer journey workshops to clarify who they were selling to and how decisions were made. Instead of focusing on surface-level profiles, the sessions centered on how buyers actually behave, especially in the Benelux.
We focused on how buyers actually behave in practice, not just how they’re described on paper. That meant digging into questions like:
- What actually triggers someone to start looking
- How they search for solutions to business pain points (ie. keywords, who they speak to in their network before making a decision, what media they consume, what ads [and where] they pay attention to)
- What risks they’re trying to avoid, not just what they want to achieve
- Who’s involved in the decision and where deals tend to stall
- Where they go to validate vendors on their short list
- What actually matters once they’re working with a vendor (ie. what builds trust, what causes friction, and what keeps them long term)
- What “trust” looks like to them (ie. audits, certifications, or proof points)
That shifted the focus from describing the audience to understanding how they think and buy.
Setting those learnings in motion
We looked at what makes a brand feel trustworthy and translated that into a new tone of voice, updated visual identity, and clearer positioning.
I rewrote key website pages and developed internal positioning documents to align marketing and sales. This gave both teams a shared foundation, instead of everyone interpreting the story differently. The same positioning was extended to partners to keep everything consistent across touchpoints.
In parallel, I built the content layer from scratch, including setting up the company's LinkedIn presence, a consistent content calendar, and a newsletter with industry-relevent content and news. Content became something people could follow, not just something that was sent.
I also pushed internal teams to contribute wherever possible. Instead of marketing owning everything, I worked with colleagues across the business, globally, to share their perspective. This made the content more credible and much easier to keep consistent over time. It also had a direct impact on reach, since people were proud of the work they were sharing and more likely to engage with and support their colleagues, which helped grow both LinkedIn followers and engagement.
The result
Messaging became clearer, more consistent, and easier for both marketing and sales to use, creating a shared understanding of how to position the offering instead of multiple interpretations across teams, helping drive a 60% increase in marketing qualified leads in the first two years.
Content shifted from reactive to structured. With a clear rhythm, stronger topics, and more internal contributions, newsletter reach expanded steadily to 2,500+ subscribers, and it became something that could scale instead of something that had to be recreated each time.
This also showed externally. The brand became more recognizable and credible, with LinkedIn follower count growing by 327% and organic engagement improving by 38%.