Sneha Raghunath

Go-to-market strategy and account growth for B2B telecom, tech and enterprise brands.

Profile

I build go-to-market strategy and grow client accounts. Most recently that meant running a portfolio of 15 to 20 US accounts at a performance marketing agency.

Before that, I ran go-to-market for a satellite internet provider going up against Starlink, and was lead strategist for enterprise telecom, private equity and fitness clients.

15–20 US client accounts in the portfolio I ran

$100K+ in monthly paid media spend across those accounts

<3% client churn, held under a 3% target

Featured projects

Recent work, and the result of each.

Galaxy Broadband

Go-to-market for a challenger to Starlink

Galaxy Broadband sells Eutelsat OneWeb’s low-earth-orbit service to Canadian operations that sit past the end of the fibre: mining and energy sites, marine and rail fleets, emergency response.

I directed the go-to-market with the client’s C-suite. The position was the opposite of consumer satellite broadband: a committed rate, a professional install, and Canadian support behind it. Competitive work, messaging and global content campaigns followed from that.

Go-to-market
Content marketing
Paid ads
Strategy

galaxybroadband.ca

A search and rescue vehicle with a OneWeb terminal mounted on the roof

Base Coat Marketing

Package upgrades built from client research

Ran voice-of-customer research through weekly “Mastermind” calls across the portfolio, where owners of painting and coating businesses worked through what was and was not landing for them.

The gaps that kept coming up became package upgrades. More than half the portfolio bought one, and retainers rose 65% on average.

65% average retainer increase

Account growth
Voice of customer
Upselling
Retention

basecoatmarketing.com

A Base Coat Marketing Breakthroughs mastermind call

Crown Capital Partners

A finance brand that had to carry a raise

Crown Capital lends growth capital to mid-market Canadian businesses and finances distributed power and rural broadband. It was one of the enterprise accounts I led.

The brand had to hold up in front of institutional investors: web and brand assets, investor-facing decks, and the outbound programme that kept the pipeline warm between raises.