ABM and omnichannel lead generation for a carbon management platform

The context: From early traction to market fatigue

Terrascope helps large enterprises measure, track, and reduce carbon emissions across their supply chains.

In just three years, the company grew to 120 employees with operations spanning the U.S., Europe, Australia, and New Zealand. However, they didn’t have enough capacity to book qualified meetings.

When Terrascope first approached Belkins, they wanted to explore new markets (particularly, the U.S., Europe, and APAC) and were aiming to generate 30–50 qualified opportunities per quarter. Yet, they had no clear strategy on how to get there: No defined industries, target titles, or processes for testing market performance.

To help them build momentum, we started with a standard appointment-setting playbook — a high-volume, multi-market pilot designed to gather data and establish baselines. The initial campaigns covered Europe, APAC, Australia, New Zealand, and North America, targeting a wide range of titles from sustainability leaders to financial executives.

The results proved our ability to deliver:

• 125 appointments booked in the first year
• Steady early performance (54 meetings in Q1, 40 in Q2; 25 in Q3, and 7 in Q4)

Nevertheless, we had to revise our strategy as some obstacles popped up.

Challenges we faced along the way

What we discovered during our first year of collaboration was 3 key blockers standing in the way of scalable growth. After analyzing these issues, we were able to shape the current strategy. But first, let’s look at what we encountered.

#1 Market that drained in a year

Terrascope’s total addressable market (TAM) was particular: Large F&B and agriculture enterprises with $100M+ in annual revenue, and specifically those managing Scope-3 emissions.

That’s why by the end of the year, we had already reached most of the “low-hanging fruit” — sustainability-mature brands that actively sought carbon-management software. We generated 25,000 leads, but engagement started dropping. Deeper analysis revealed two critical insights:

1. Only 25% of meetings were truly sales-qualified. Terrascope’s niche focus on Scope 3 emissions meant many prospects weren’t decision-makers in that space.
2. The model wasn’t sustainable. A broad, volume-based approach required massive prospect lists and couldn’t scale further without diluting quality.

Thus, we understood that running more of the same campaigns would only exhaust the market further.

Action item: We decided to turn familiarity into renewed interest: not to find new prospects, but to re-engage the same industry from a smarter angle.

Here’s the solution we came up with:

• Move from a high-volume outbound motion to a targeted, omnichannel, full-funnel playbook
• Align our sales development representatives (SDRs) with Terrascope’s marketing team
• Narrow the TAM to F&B and agriculture
• Focus on depth of engagement over quantity of leads.

#2 Complex buying committee and long sales cycle

Selling sustainability software isn’t a one-call deal. Over time, we understood that Terrascope’s target audience isn’t limited to one decision-maker per company. We did our research and discovered that there are at least four people involved in the buying process:

• Sustainability leaders (e.g., Chief Sustainability Officer)
• Sustainability advocates (e.g., Global Sustainability Manager)
• Responsible sourcing (e.g., Responsible Sourcing & Sustainable Agriculture Manager)
• Finance leaders (e.g., Chief Financial Officer)

Occasionally, there could also be an external consultant or compliance officer influencing the final decision.

This created bottlenecks between technical, operational, and financial decision-makers.

Even after Terrascope got into the room, deals could stall for months due to regulatory questions or competing internal priorities.

Action item: We needed to develop a multi-persona nurture flow where every stakeholder received tailored messaging that spoke their language — from emissions data to financial ROI.

#3 Fragmented database

Terrascope’s sales, marketing, and customer success teams all used HubSpot, but data hygiene and ownership were unclear.

• Multiple teams uploaded contacts without alignment on status or stage.
• There was no centralized dashboard to track outbound impact.
• Follow-ups and handoffs between SDRs and account executives often went undocumented.

For us, this meant building outreach on top of an incomplete picture.

Action item: Before generating demand, we first had to rebuild the client’s visibility layer, ensuring every meeting, lead, and objection could be tracked in real time.

Overall, after working for a year with Terrascope, we understood the following:

• The company had the necessary technology, credibility, and references, but without a predictable top-of-funnel lead flow, growth was capped.
• They needed not another short-term campaign, but a long-term, education-driven system that could continually re-activate its niche market, strengthen buyer awareness, and build sustainable momentum.

That’s where our precision-based omnichannel framework came in.

The 4-stage strategy: From generic outreach to persona-tight conversations

After the first year, we knew Terrascope didn’t need more activity; they needed structure.

Using insights from 25,000+ collected contacts, 125 booked meetings, and deep persona research, we rebuilt the entire playbook into a 4-stage omnichannel lead journey supported by a foundational Stage 0.

This system mirrors how sustainability decisions actually happen inside enterprise F&B companies — long, multi-persona, and heavily educational.

Stage 0: Refining the ideal customer profile (ICP) and building the buying committee

Belkins started by revisiting Terrascope’s ICP to ensure every campaign targeted not just the right companies, but the right people inside them.

The initial outreach had focused broadly on “sustainability leaders” across large F&B enterprises. Our research showed the buying process was far more layered, involving compliance, procurement, and finance functions, each with different incentives and blockers.

We conducted a deep-dive workshop with Terrascope’s marketing and commercial teams to:

1. Segment accounts by size, region, and maturity in sustainability reporting ($100M–$1B revenue, operating in F&B, agriculture, and packaging).
2. Map the buying committee, identifying who drives, influences, and approves the purchase.
3. Define value pillars and pain statements for each persona.

Basically, we covered the following areas for each persona:

• Position
• Company name
• Location
• Company size
• Company focus
• Maturity of Scope 3 emissions tracking (referring to the Company)
• Background and org structure
• Key responsibilities
• Goals and objectives
• KPIs
• Challenges
• How Terrascope supports each persona

The result was a structured buying committee with four key personas, each with distinct challenges and content needs. Here’s a simplified version of our table for you to get an idea of how it looks:

By aligning messaging to this cross-functional reality, we ensured every message, channel, and CTA spoke the right language (financial, operational, or technical) depending on who read it.

With the buying committee defined and the ICP sharpened, we moved to design a multi-stage omnichannel lead journey built to educate, engage, and convert this diverse audience.

Stage 1: Starting the conversation with education (awareness building)

Goal: Position Terrascope as a credible voice in sustainability and ESG compliance, not a vendor selling software.

To strengthen credibility, Terrascope prepared tailored articles for each persona explaining how Scope 3 issues affect sustainability leaders, sourcing teams, and finance stakeholders. Belkins integrated these assets into outreach, which significantly increased reply quality and early trust. They were:

• Sent as micro-lessons in cold email
• Repurposed into LinkedIn connection notes
• Used in ads + retargeting

This stage also used soft CTAs (“Read the full article,” “Is this relevant?”) to validate persona fit before pushing deeper asks.

Overall, we totally rebuilt messaging and launched cold email, LinkedIn, and retargeting ad campaigns that addressed the specific pain points of each persona identified in the buying committee:

Channels we used to deliver the value prop:

• Cold email outreach introducing a persona-specific pain point
• LinkedIn connection requests and educational posts
• Display and retargeting ads promoting sustainability insights
• Distribution of Terrascope’s persona-tailored articles and reports

Touchpoints: ≈10–15 per contact across all channels (awareness email → LinkedIn → retargeting → soft follow-ups).

Outcomes:

• Strong lift in awareness across F&B and agriculture
• Clear early-stage engagement signals for Stage 2
• Higher credibility thanks to persona-tailored Scope 3 content
• Improved lead quality due to messaging relevance
• Established Terrascope as a thought leader, not a cold caller

Stage 2: Nurturing with proof (activation)

Goal: Move engaged prospects from curiosity to consideration through real examples and validation.

Once engagement began, messaging shifted from “Why sustainability matters” to “How Terrascope solves your specific problem.” CTAs evolved from soft asks to mid-depth actions (“Download this benchmark,” “See how peers solve this.”)

This phase used segmented nurturing based on intent signals:

• Mid-intent: Contacts who downloaded resources; engaged with ads; liked, clicked, and/or responded to posts, comments, or messages; or connected on LinkedIn.
• Low-intent: Contacts who received emails or messages from us but didn’t respond.

Each persona received targeted assets:

• CSOs: Enterprise case studies (e.g., Tetra Pak, Princes Group) showing platform scalability
• Finance leaders: ROI and cost-saving frameworks
• Procurement: Practical guides (e.g., on SBTi FLAG compliance).

Here’s how tailoring messaging looked at this stage:

Channels used:

• Email nurture sequences
• LinkedIn InMail follow-ups and comment-based engagements
• Light calling for mid-intent contacts
• Retargeting ads featuring case studies and customer results.

Touchpoints: 5–7 per nurturing sequence.

Outcomes:

• 45% engagement increase
• High-intent leads doubled quarter over quarter
• Clear persona segmentation cues for Stage 3
• Leads began to self-qualify as they absorbed deeper content

Stage 3: Turning education into dialogue (engagement)

Goal: Create two-way interactions where Terrascope is perceived as a teacher or advisor, not a seller.

CTAs deepened again (“Register,” “Join the session,” “Ask questions live”).

Belkins scheduled webinars and 1-on-1 workshops for Terrascope framed as industry learning sessions, not sales pitches. Suggested topics matched each persona’s reality — from Scope 3 analytics to regulatory risk and CFO-level disclosure issues.

At this stage, our nurturing and outreach messages looked as follows:

Channels:

• Webinars & live workshops
• Email invites and follow-ups
• LinkedIn event promotion and polls
• SDR calls to invite priority accounts.

Touchpoints: 8–12 per campaign

Those who attended or interacted with event content were flagged as high intent and fast-tracked to Stage 4.

Stage 4: Turning interest into revenue (conversion)

Goal: Deliver personalized, value-driven conversations that convert educated prospects into booked meetings.

Prospects demonstrating high intent were moved into conversion flows using:

• Custom demos tailored to persona pain points
• ROI calculators quantifying cost savings and emission reduction potential
• Case studies and references addressing specific objections.

We rebuilt all scripts, email templates, and demo flows to align with Stage 4 behavior — no generic pitches, only persona-specific conversions. CTAs moved to hard asks: “Book a demo,” “Let’s explore your case,” “Schedule a call.”

Our SDRs coordinated all outreach through HubSpot, providing Terrascope with full visibility and data continuity between marketing and sales.

Here are a few examples of (parts of) messages we sent:

Channels:

• Direct SDR calls and customized demos
• 1-to-1 email threads with ROI tools and objection handling
• LinkedIn DM follow-ups
• HubSpot CRM integration for real-time tracking and handoffs

Touchpoints: 6–10 per account, depending on intent tier.

Key tactics:

• Demo flows built around persona-specific pain points (e.g., supplier compliance vs. financial risk).
• Personalized references and benchmarks for each vertical.
• Automated post-call nurture for non-buyers to re-enter the loop.

How the omnichannel approach turned the game upside down

One of Terrascope’s biggest early challenges wasn’t choosing the right channels; it was making them work together.

We rebuilt the entire motion into an orchestrated, full-funnel system where every touchpoint relied on the previous one.

The result was an always-on communication engine that could educate, engage, and convert prospects across regions and roles without ever repeating the same message twice. Here’s how we got the most out of each channel.

Cold emails

Email served as the core narrative driver of the campaign — the thread connecting all other channels.

Each sequence was mapped to a specific stage and persona, with adaptive content triggered by engagement level.

How we used it:

• Personalized introductions referencing industry trends (e.g., SEC climate disclosure, EU ETS regulations).
• Educational micro-stories instead of feature lists: “Here’s how F&B companies reduce Scope 3 by 18%” rather than “Our tool tracks carbon.”
• Separate flows for sustainability, finance, and procurement personas.
• Automated retargeting to reengage silent openers after 14 days via new subject lines.

Cadence:

• 4–5 emails per stage, spaced 7–10 days apart

LinkedIn

LinkedIn was the relationship channel, a space to build familiarity and credibility long before a meeting invite arrived in the inbox.

How we used it:

• SDRs connected with all prospects contacted via email within 24–48 hours.
• Personalized connection notes mirroring the email topic.
• Light, conversational follow-ups instead of hard pitches.
• Regular comment engagement with posts from target accounts to keep Terrascope’s name visible organically.
• Retargeting campaigns on LinkedIn ads promoting thought-leadership content (case studies, checklists, event invites).

Purpose by stage:

• Stages 1–2: Build awareness & thought-leadership visibility.
• Stage 3: Promote webinars and workshops.
• Stage 4: Nurture ongoing relationships post-demo.

Outcome: 30% of meetings originated via LinkedIn interactions before email replies.

Calling

Cold calls weren’t Terrascope’s core play, but they became a precision layer for high-value follow-ups and reengagement.

Belkins used calling strategically, not as a volume channel but as a timing channel — to convert warm signals into meetings.

How we used it:

• Reached out to prospects who opened multiple emails but didn’t reply.
• Followed up after webinar registrations and case study downloads.
• Reconnected with dormant opportunities from previous quarters.

Cadence logic:

• Call attempts: 2–3 per lead, spaced 3–5 days apart.
• Used call outcomes (connected, voicemail, no answer) to update HubSpot stages automatically.

Purpose by stage:

• Stage 2: Qualify engagement and collect additional context.
• Stage 3: Confirm event attendance or interest.
• Stage 4: Book demos and finalize meetings.

Outcomes:

• 1 in 5 calls converted to a meeting
• 100% of no-shows rebooked through follow-up calls

Paid ads

While email and LinkedIn created direct touchpoints, ads ensured Terrascope stayed visible even between interactions.

Belkins used paid channels for awareness reinforcement (rather than lead gen) to stay top-of-mind throughout the 4-stage nurture.

How we used it:

• LinkedIn Sponsored Content: thought-leadership articles, success stories, and webinar invites.
• Google Search Ads: intent capture for “carbon management SaaS,” “ESG reporting tools,” etc.
• Display retargeting: follow-up banners shown to contacts who visited Terrascope’s landing pages or opened nurturing emails.

Purpose by stage:

• Stage 1: Educational brand content.
• Stage 2: Promote proof (case studies, results).
• Stage 3: Drive event sign-ups.
• Stage 4: Remarket demos and trials.

Outcomes:

• CTR 2.8x above the industry average
• Ads influenced 70% of booked meetings by touchpoint attribution

Why it worked: Precision, patience, and a playbook built for depth

The success of the Terrascope partnership didn’t come from luck — it came from structure.

Every decision, from persona mapping to cadence frequency, was driven by the same principle: depth over breadth.

To put it in a nutshell, Belkins helped Terrascope stand out by being specific, data-driven, and relentlessly consistent.

Focused buyer personas over fragmented targeting

Instead of targeting all industries with a sustainability angle, we concentrated on F&B, agriculture, and packaging companies with $100M–$1B revenue and refined the buying committee down to four decision-making roles.

This created:

• Messaging that felt personal, not templated
• Benchmarks that reflected each sector’s actual emission realities
• Email and ad copy that spoke the industry’s language — “Scope 3,” “SBTi FLAG,” “supplier audits,” “carbon accounting”

That focus made Terrascope sound like an insider, not an outsider selling software.

Omnichannel discipline

Every platform — email, LinkedIn, ads, and calling — had a defined role and a clear handoff point.

• Email told the story.
• LinkedIn reinforced credibility.
• Ads maintained visibility.
• Calls converted timing into meetings.

HubSpot connected it all, turning what used to be disjointed efforts into a synchronized rhythm of outreach.

When a contact opened two emails, they’d see a relevant ad the next day. When they clicked the ad, they’d get a tailored follow-up from an SDR.

This orchestration helped the conversations run smoothly.

Continuous mid-funnel experiments (20–30% of all resources)

While 70–80% of the effort followed the core 4-stage framework, 20–30% was dedicated to mid-funnel experiments. This allowed us to:

• Test alternative ICP segments
• Explore adjacent industries (e.g., Packaging → strong performance)
• Validate new messaging angles
• Improve CTA sequencing
• Try additional formats (micro-campaigns, retargeting variations, short-form assets)
• Run A/B tests on pain-point narratives
• Introduce new campaigns based on market trends (regulatory news, F&B emissions studies, ESG changes)

These tests ensured that even with a finite TAM, we kept discovering fresh angles and new pockets of demand.

Marketing enablement from the client

Terrascope’s marketing team played a critical role in amplifying the effectiveness of every stage.

To run a long, education-driven funnel, we needed relevant, industry-specific content — and the client delivered that.

Key materials provided:

• Persona-targeted articles explaining how Scope 3 issues affect sustainability, sourcing, and finance roles
• Case studies from top F&B brands
• Market reports and technical resources on carbon tracking
• Enablement materials (presentations, data sheets, industry insights)
• Offline initiatives, including executive dinners and conferences
• Webinars and 1:1 workshops were created together with the sustainability and commercial teams

These assets allowed our campaigns to carry more weight and credibility at every touchpoint.

Trust, built through education

From Stage 1 to Stage 3, every interaction gave value before asking for time: articles, regulation explainers, case studies, and real-world stories.

By Stage 4, the audience wasn’t cold — they were self-qualifying, coming into demos already convinced of the “why” and curious about the “how.”

The proof was in the conversion rates:

• 22 meetings in Q1
• 5 meetings in Q2 (this drop was justified by re-launching the strategy)
• 16 meetings in Q3, with a clear lift in post-demo engagement
• 13 meetings in the first two months of Q4

HubSpot as the single source of truth

To run a multi-stage omnichannel system, Terrascope needed a CRM that could measure micro-engagement and support real-time decision-making. HubSpot became the operational core of the entire model and unlocked:

• Real-time tracking and attribution:
  • Every touchpoint synced instantly — email opens, ad clicks, webinar signups, page visits, replies, calls
  • SDRs could prioritize the most engaged leads based on live scoring
  • We could determine the optimal next channel (email, call, LinkedIn, webinar invite) based on engagement signals
  • Attribution allowed us to identify the content and channels responsible for moving prospects forward
• Engagement signals that shaped the workflow and helped us score the leads:
  • Email opens
  • Clicks
  • Page visits
  • Webinar behavior
  • Cross-channel touchpoint patterns
  • Lead lifecycle transitions
• Alignment between sales and marketing. Before Belkins, sales nurtured leads manually, but marketing didn’t nurture at all. Most prospects received only 2–3 touches. With the new HubSpot framework:
  • Marketing delivered education across the early funnel
  • Sales took over for high-intent accounts
  • Every persona had a mapped sequence and a clear stage
  • No leads fell through the cracks
  • Both teams finally started working from the same playbook and dashboards

Regular strategy revision

Another pillar of success was the weekly business review model, with additional strategy alignment each quarter.

Instead of running campaigns on autopilot, the Belkins and Terrascope teams met every week to dissect:

• Which personas engaged the most?
• Which content drove replies or clicks?
• Which industries delivered higher-quality meetings?
• What needs to evolve for the next quarter?

This feedback loop turned a campaign into a living system, one that learned, adapted, and got smarter over time. It enabled us to almost instantly refine the messaging, test hypotheses, and optimize performance without ever losing strategic continuity.

The long game mindset

Thanks to education-first outreach and an iterative, data-backed framework, Belkins helped Terrascope build a system that allows them to get the most out of their finite market.

Every quarter adds new insights, new brand equity, and new relationships. Altogether, this sets a foundation that continues to produce results even when the market slows.

What’s next

The Terrascope–Belkins partnership has grown far beyond its initial goals.

With a fully built and validated omnichannel playbook in place — refined ICP, persona-based messaging, 4-stage lead journey, and CRM-driven attribution — the focus now shifts from building to expanding.

Where we’re heading next:

1. Adding new verticals beyond F&B. Terrascope’s strongest foundation is in F&B, but its value proposition extends to adjacent sustainability-heavy sectors like packaging, agriculture, consumer goods, and industrial manufacturing. The next phase involves adapting the proven playbook to these new categories, validating new ICP segments, and uncovering the highest-performing niches.
2. Scaling the strategy across all mature markets. With Stage 4 fully implemented and conversion flows optimized, the playbook will now be rolled out consistently across all mature markets globally — using region-specific messaging and regulation-driven content.
3. Reengaging previously nurtured audiences with updated content and offers. Using new case studies, fresh industry reports, and persona-targeted content, Belkins will refresh nurture flows and bring earlier-stage prospects back into the pipeline for 2026.
4. Deepening the partnership between SDR, marketing, and sustainability teams. With Terrascope’s growing library of enablement materials (articles, reports, webinars, workshops, and event insights), future campaigns will become even more tailored, educational, and market-sensitive.