Beep-One is a logistics technology company offering 24-hour roadside assistance at a low one-time fee — a compelling value proposition for individual drivers and, more importantly, for fleet operators managing large numbers of vehicles on Kenyan roads.
The company had traction on the consumer side. One-off transactions were coming in. But the real revenue opportunity — fleet deals, where a single contract covers dozens or hundreds of vehicles — had no pipeline, no strategy, and no momentum.
Andre "Hassan" Wilson was engaged as a contractor for 90 days with a focused mandate: research Beep-One's Ideal Customer Profile, build a cold outreach strategy for fleet accounts, implement it, and refine it based on what the data showed.
He arrived in Kenya in January 2025. This was his first month in the country.
A 20,000-Lead Database That Was 98% Dead
The starting point was a lead list provided by Beep-One's leadership — 20,000 contacts intended to seed the outreach effort. On inspection, 98% of them were unusable: outdated, incorrect, or entirely irrelevant to the fleet ICP. Two percent of 20,000 is 400 viable contacts. That is not a pipeline — it is a starting point for a rebuild.
The first challenge was not executing outreach. It was replacing the list entirely.
No Defined ICP for Fleet Accounts
Beep-One's consumer motion and its fleet motion required fundamentally different buyers. Fleet decisions are made by logistics managers, operations directors, or fleet owners who think in terms of per-unit cost, downtime reduction, and service reliability across a portfolio of vehicles — not the individual driver experience. Without a clearly defined Ideal Customer Profile for this segment, any outreach would be directionally wrong regardless of execution quality.
No Existing Fleet Sales Motion
There was no established cadence, no messaging framework, and no conversion data for fleet deals. Everything had to be built from the ground up — researched, structured, tested, and refined within a 90-day window.
Rebuilding the Lead Base from Scratch
Rather than attempting to salvage the existing list, Hassan and his team conducted original research to identify and qualify a new set of target companies that matched the fleet ICP. This was not a data hygiene exercise — it was a ground-up list build, company by company, based on defined criteria for fleet size, industry vertical, and decision-maker accessibility.
Defining and Documenting the ICP
Through the research process, the team built out a clear ICP for Beep-One's fleet segment — the types of companies, the decision-maker roles, the operational pain points that made roadside assistance a high-priority purchase, and the signals that indicated a company was ready to buy. This ICP became the filter for all subsequent outreach and the foundation for refining the strategy over time.
Implementing and Refining the Outreach Strategy
With a qualified list and a defined ICP, the team executed a structured cold outreach campaign across both call and email channels. The strategy was designed to be testable — built so that conversion signals could be read, interpreted, and used to adjust sequencing, messaging, and timing in real time.
The results shaped the strategy as much as the strategy shaped the results.
Within the 90-day engagement, the outreach campaign produced clear and actionable signals:
In 90 days — the first 90 days in a new country — a non-existent enterprise sales motion was researched, rebuilt, launched, and refined into a functioning pipeline.
The instinct to tear up a 20,000-record database rather than force outreach through dead leads is not obvious. The easier path is to work the list you're given and blame the results on list quality. The harder path — and the more valuable one — is to stop, rebuild the foundation correctly, and then execute. That decision, made early, was what made the 40% warm rate possible. Garbage in, garbage out. The list was the unlock.
This case study is part of Andre "Hassan" Wilson's professional portfolio. For inquiries: hassan.qaseem@gc-usa.com