Cross-border reality, not theory
Commercial front-end and U.S. operations run from Austin, Texas. The engineering factory and global delivery hub sits in Noida, India (Sector 58) — two time zones, one P&L.
Growth to date has been entirely inbound: organic SEO, content, word-of-mouth. There is no proactive, repeatable outbound acquisition engine in place today.
Manish lives in the U.S. and can travel for a factory-floor F2F when a deal genuinely needs it. That's a closer's tool the AE deploys selectively — not the mechanism the plan depends on to hit $1M. The AE owns the close on the large majority of deals independently.
TAM → SAM → SOM
~300,000 U.S. manufacturing establishments overpaying for legacy ERP maintenance or trapped in spreadsheets.
~2,500 mid-market manufacturers in the Texas Triangle and Midwest Industrial Belt, mapped to O2B's cross-border delivery reach.
Year 1 target — a 4% share of the SAM pool, or 20 closed-won accounts at blended contract value.
The 3-tier T-shirt sizing model
Standardizes ACV volatility into a predictable $50k blended contract. This is the land motion — Section 04 covers what gets sold in after it.
Basic multi-warehouse inventory, standard BoM, configuration-only. Zero custom code.
Multi-step production lines, quality gates, native barcode WMS, light custom routing modules.
Legacy migration from NetSuite/SAP, multi-company financials, automated MPS, IoT floor sensors, deep Noida custom development.
ERP is the wedge — CRM, HRMS & BI are the expansion
O2B doesn't sell a bundle upfront. It wins the account on Odoo ERP, then expands the footprint once the ERP is live and trusted — a land-and-expand motion, not a five-module pitch on day one.
The deal that gets O2B in the building: inventory, manufacturing/MRP, and financials on a single database. Sold and scoped exactly as Section 03's three tiers — this is the entire $1M funnel target.
Once the ERP is live and trusted, the same single-database architecture makes CRM, HR/payroll, and reporting a configuration exercise, not a new integration project — a materially easier sell than the original ERP decision.
| Expansion module | What it replaces | Typical attach point | Incremental ACV |
|---|---|---|---|
| CRM | Spreadsheet-tracked sales pipeline, disconnected quoting | 3–6 months post go-live | $8,000–$18,000 |
| HRMS | Manual timesheets, standalone payroll tools | 6–9 months post go-live | $10,000–$25,000 |
| BI & Dashboarding | Manually assembled Excel reporting packs | 3–6 months post go-live, often bundled with CRM | $6,000–$15,000 |
| Supply Chain & Demand Planning | Manual reorder points, gut-feel forecasting | 9–12 months, Tier 2/3 accounts only | $15,000–$35,000 |
Expansion revenue is not counted inside the $1M / 20-win funnel target in Section 05 — it's incremental, land-and-expand upside on top of it, not a substitute for new-logo volume.
Reverse-engineered from $1M — live model
Move any lever and the backward chain recalculates instantly, from the revenue target down to the raw account pool it takes to fund it.
SWOT & TOWS
- Highly competitive offshore engineering rates in Noida
- Austin-based technical CEO with U.S. footprint
- Deep baseline expertise in barcode logistics
- 500+ successful Odoo deployments completed
- No outbound sales discipline today
- Dependent on reactive inbound deal flow
- Low brand recognition in U.S. mid-market
- Mid-market wave migrating off costly NetSuite/Epicor
- Odoo 19/20 pushing native AI manufacturing features
- Saturated domestic U.S.-only Gold Partners
- Price pressure from low-tier offshore vendors
- Lengthening enterprise approval cycles
Use the Noida engineering hub to build pre-configured migration frameworks that move manufacturers off NetSuite at half the implementation cost.
Build a structured outbound campaign around Odoo 19/20 AI floor features to read as a forward-thinking vendor, bypassing weak brand legacy.
Beat domestic competitors on trust via Manish's physical F2F floor inspections, while keeping delivery pricing hyper-competitive through Noida.
Remove dependency on unpredictable inbound traffic with a strict, multi-threaded outbound account list to control the pipeline directly.
The Hybrid Hunt — AE-led, founder-assisted
One hire carries the pipeline end to end — sourcing, qualifying, and closing. Manish's F2F presence is a lever that hire pulls on the handful of deals where it changes the outcome, not a phase every deal routes through.
Mines B2B intent data via ZoomInfo/Apollo to map the 1,500-contact matrix. Runs automated, personalized email sequencing and cold calls to secure Connected Conversations, then hands qualified signal to the AE.
Runs all 45 discovery calls, applies BANT/SPIN/Challenger by deal type, and carries the deal through proposal to signature on video and phone — solo, end to end, for every Tier 1 and the great majority of Tier 2 deals.
The AE pulls Manish in only for the largest Tier 3 legacy-migration deals where a technical CEO on the factory floor breaks a genuine stalemate. Reserved, not routine — the AE still owns the relationship and the close.
18 of 20 modeled wins (all Tier 1, most Tier 2) close on AE ownership alone — no founder involvement. Only the 2 largest Tier 3 deals pull in a founder-assisted F2F, and the AE runs that meeting too. The hire is the constant; the founder is the occasional multiplier.
Where to use BANT, SPIN, Challenger, MEDDICC
One methodology doesn't fit every deal. The AE switches frameworks by deal complexity, not by habit — matching the same logic O2B's own GTMS OS applies across every industry vertical.
Used when: Tier 1 assembler deals — single stakeholder, fixed configuration scope.
Why: Fastest qualification path — a quick go/no-go before investing more discovery time.
Used when: Tier 2 hybrid-custom deals — the buyer feels the pain (scrap, stockouts) but hasn't fully named it yet.
Why: Surfaces the real problem through guided questions instead of pitching before the pain is understood.
Used when: Accounts defending the status quo — "the whiteboard has always worked" objections, competitive Gold Partner evaluations.
Why: Reframes the conversation and creates urgency where the buyer doesn't yet see a reason to change.
Used when: Tier 3 enterprise-heavy deals — legacy migrations, multi-stakeholder, compliance-gated.
Why: Complex buying committees need a rigorous, repeatable checklist so the deal doesn't stall silently — this is also where a founder-assisted F2F earns its seat.
| Deal type | ACV tier | Complexity | Methodology applied |
|---|---|---|---|
| Configuration-only assembler | Tier 1 · $25,000 | Low–Medium | BANT |
| Multi-line hybrid custom | Tier 2 · $55,000 | Medium | SPIN Selling |
| Competitive / status-quo defense | Tier 1–2 | Medium–High | Challenger Sale |
| Enterprise legacy migration | Tier 3 · $120,000+ | High–Very High | MEDDICC |
Where the 1,500 contacts actually get touched
Context before contact — every channel has a job, and they run in a fixed sequence, not all at once.
Sales Navigator maps the stakeholder web and builds pre-call context before any outreach lands.
Automated, personalized sequences reinforce the LinkedIn touch and create a structured follow-up trail.
Reserved for accounts that already show a validated signal — never the first touch.
- ZoomInfo / Apollo — intent and account intelligence, the primary sourcing layer for the 500-company pool
- LinkedIn Sales Navigator — relationship and stakeholder mapping across the 3-contact matrix
- Sequencing tool — automated multi-touch email cadence, tracked reply signal
- Business mail + phone — executive engagement once a signal is validated
- 2 sector-specific email campaigns/week, ~400 contacts per campaign
- 1 outbound expansion campaign/week (net-new account sourcing)
- Every email campaign is followed by a calling campaign the same week
- Target: 1–2 qualified leads/week in Q1, 2–3/week from Q2 onward
12-month pro-forma P&L — live margin model
Driven by the win volume from Section 04 and the live USD↔INR rate below — headcount and Noida delivery costs re-price automatically.
Noida headcount and the sales stack scale in blocks of ~20 wins/rep. Architect, developer-pool and PM governance costs scale per win and re-price live against the FX rate above; a stronger dollar (higher rate) lowers Noida COGS in USD terms.
ROI = gross revenue ÷ total cost. Currently meeting the 3.25x baseline target.
Multi-threaded value proposition
Shop-floor scheduling chaos, high scrap rates, production routing tracked on whiteboards.
Native work-center routings, live MRP scheduling dashboards, integrated PLM that eliminates spreadsheet hand-offs.
BI dashboards over the same production data, sold once the floor trusts the numbers.
Material stockouts stalling lines, multi-warehouse blind spots, picking and fulfillment errors.
Native double-entry inventory (WMS), automated replenishment alerts, barcode-driven location validation backed by real case studies.
Demand-planning module once base inventory data is clean enough to forecast against.
Overpaying for rigid legacy systems, recurring maintenance bills, expensive integration middleware.
A centralized, single-database architecture linking CRM and floor data to accounting — no middleware, no hidden seat penalties.
CRM and HRMS on the same database — the "no new integration project" pitch lands easiest here.
Who we're actually hunting
Industry, size band, geography and buying trigger — everything else in this system is qualification logic applied on top of this definition.
| Vertical | Size band | Geography | Primary decision maker | Highest-converting trigger |
|---|---|---|---|---|
| Metal fabrication & structural steel | $10M–$50M · 50–250 emp | Texas Triangle | Owner / President | Whiteboard scheduling, no WMS |
| Industrial equipment & machinery | $15M–$50M · 75–300 emp | Midwest Industrial Belt | VP Operations / COO | Multi-site inventory blind spots |
| Automotive Tier 1/2 component suppliers | $20M–$50M · 100–300 emp | Midwest Industrial Belt | COO / Plant Director | IATF/quality-gate audit pressure |
| Specialty chemicals, resin & process mfg | $25M–$50M · 100–250 emp | Midwest Industrial Belt | CFO / Controller | Legacy NetSuite/SAP maintenance cost |
| Food & CPG manufacturing | $10M–$40M · 50–200 emp | Texas Triangle + Midwest | Owner / Plant Manager | Traceability / recall exposure |
- Runs core operations on QuickBooks, spreadsheets, or a 10+ year legacy ERP
- Multi-warehouse, multi-step production, or multi-site operations
- Founder-led or privately held — one decision-maker, no procurement layer
- Already running Odoo, or mid-implementation with a competitor
- Below $10M revenue — cannot support Tier 1 ACV against cost of sale
- Public / PE-owned with a locked group-wide SAP or Oracle standard
| Dimension | 10 pts — high fit | 5 pts — mid | 1 pt — low fit |
|---|---|---|---|
| Revenue fit | $20M–$40M, dead center of band | $10M–$20M or $40M–$50M, edge of band | Outside $10M–$50M entirely |
| Operational complexity | Multi-site, multi-step production lines | Single site, multiple process steps | Single site, single process |
| Legacy-system pain | Spreadsheets / whiteboard scheduling | QuickBooks or entry-level ERP | Modern ERP already in place |
| Decision speed | Founder/owner is the sole decision-maker | Small leadership team, no procurement layer | Formal procurement / multi-level approval |
| Expansion signal | New facility, ownership change, or failed prior ERP attempt | Recent hiring in ops/plant leadership | No visible change in the last 12 months |
Total /50 → Tier A ≥32, Tier B 20–31, Tier C ≤19.
Full definitions for each option are in the scoring benchmark table above.
CEO F2F Travel Triage Matrix
The U.S. AE checks every box before requesting a founder-assisted on-site visit. All four true, or the travel spend doesn't get approved.
Battle card — U.S. Odoo manufacturing partners
Novobi is the direct threat — same city, same ICP. The others compete on scale or finance-first positioning.
| Partner | Model | Manufacturing depth | Where they win | Where O2B wins instead |
|---|---|---|---|---|
| Novobi Austin, TX |
Austin Gold Partner, finance-led | Advanced mfg, distribution, cost accounting | CFO-grade financial reporting, U.S.-only delivery story | Lower blended cost via Noida; Manish's own hands-on engineering credibility on the floor |
| Bista Solutions Atlanta, GA |
Gold Partner, 500+ projects | Manufacturing, healthcare, supply chain at scale | Brand recognition, reference base | Faster, more senior-attention cycles for a $25k–$120k deal a large shop deprioritizes |
| OBS Solutions Charlotte, NC |
Gold Partner since 2015, 75+ consultants | 500+ implementations, broad industry base | Delivery team depth and bench strength | Direct CEO access for the buyer — no account-manager layer |
| Open Source Integrators National |
Gold Partner, past NA Partner of Year | Manufacturing, aerospace, complex routing | Complex multi-location deployments | Pricing and speed on the Tier 1/2 deals OSI is overbuilt for |
| Confianz Global / Bay Forward Miami, FL |
Silver/Gold, finance + manufacturing combo | QuickBooks-to-Odoo migrations, CPA-led setup | Accounting-first positioning for smaller shops | Deeper Tier 2/3 manufacturing customization bench in Noida |
Partner positioning drawn from public partner listings; treat as directional, not verified pricing.
What actually moves this pipeline
Quantify the pain in dollars before quoting price. Scrap rate %, stockout frequency, hours lost to whiteboard scheduling — get a number in discovery, or the ACV conversation starts from zero credibility.
Protect Manish's F2F time for the rare Tier 3 deal that needs it. A factory-floor visit is the AE's closing weapon in reserve — spend it where it swings a stalemate, not on every warm lead.
Match the sales methodology to deal type, not habit. Tier 1 (single stakeholder, fixed scope) runs on BANT. Tier 2 (undefined pain until discovery) runs on SPIN. Tier 3 (multi-stakeholder, legacy migration) needs Challenger + MEDDICC discipline.
Sequence LinkedIn → email → call, never cold-call first. Context before contact — a call that references a specific operational signal converts at a different rate than a blind dial.
Don't out-Gold the Gold Partners. Win on Noida cost structure and Manish's direct engineering credibility — not on partner-tier badges you can't match yet.
A failed prior ERP attempt is the highest-converting trigger in this ICP. It means budget already exists and the pain is already proven — prioritize these into Tier A regardless of company size.
Named, scored, tiered — the first 50 accounts
Scored the same way as O2B's NGI reference model: five dimensions to 50, split into three parallel priority lists. Real companies, sourced from public directories — revenue and scores are directional estimates until confirmed in discovery, not pulled from a live intent feed.
| Company | HQ | Vertical | Est. revenue | Score /50 | Deal size | Cycle | Opportunity hypothesis |
|---|
| Company | HQ | Vertical | Est. revenue | Score /50 | Deal size | Cycle | Opportunity hypothesis |
|---|
| Company | HQ | Vertical | Est. revenue | Score /50 | Deal size | Cycle | Opportunity hypothesis |
|---|
Scoring dimensions: revenue fit, operational complexity, legacy-system pain, decision speed, expansion signal — 10 pts each. Tier A ≥32, Tier B 20–31, Tier C ≤19. Next 450 accounts get sourced the same way Phase 1 describes: ZoomInfo/Apollo + Sales Navigator against this same ICP.
Questions this plan should survive
It's the smallest pool that still produces 20 wins at the stated conversion rates without over-relying on any single stage. Shrinking it raises the odds one soft quarter breaks the whole model.
The AE and Noida SDR widen the top of funnel first — more accounts sourced against the same ICP — before touching pricing or the deal mix. Volume is the lever, not discounting.
Both regions carry dense mid-market manufacturing bases, and both are reachable for a founder-assisted F2F within a single-day trip — keeping that lever cheap to use on the rare deal that needs it.
Because the model has to work without the founder — that's what makes it a hire, not a formalization of what Manish already does himself. See Section 06 for the full breakdown.
Cold-calling before LinkedIn/email context lands, and quoting price before the pain is quantified in dollars — both collapse the funnel's conversion rates from the top down.
It doesn't try to — see Section 12. The pitch is Noida-blended cost plus founder-level engineering credibility, not a race to the bottom on rate card.
90-day operational milestones
Lock the 500-company target list across the Texas Triangle and Midwest. Map the 1,500 stakeholder accounts. Pre-configure the Odoo 19/20 Manufacturing Blueprint environment using existing case studies.
Activate multi-channel sequencing — LinkedIn context, email reinforcement, focused calling. Open co-selling alignment with local Odoo USA AEs to become their premier manufacturing referral partner.
Convert the first wave of 45 discovery calls into 30 qualified opportunities. AE submits the first mixed-tier proposals and closes independently, pulling in Manish for founder-assisted F2F only on the one or two Tier 3 deals where it's decisive.