An event business with no outbound function booked 54 partnership meetings in three months. Six signed and paid $90,000, and $810,000 is still open across 49 live conversations. Here is the full build, including what went wrong.

A mid-market B2B SaaS company was booking 3-4 meetings a month and burning its corporate domain reputation. Stone Haven moved all cold sending onto isolated infrastructure and scaled to 120,000 emails a month, 72 meetings, and $1M+ in new ARR over six months. Here is the exact build.

A boutique capital advisory firm was capped by warm intros, booking 3 to 4 institutional conversations a month. In 15 months Stone Haven built an outbound engine that secured $40M+ in mandate pipeline, 95+ qualified opportunities, and 2.3x larger average mandates. Here is the system.

A US defense supplier went from incumbency-capped renewals to 85+ qualified program opportunities and $38M+ in tracked pipeline in six months. See the exact deliverability-first outbound system Stone Haven built.

A tier-one aerospace and defense supplier was invisible to new OEM program offices until shortlists were already set. Stone Haven built isolated outreach infrastructure that generated $31M+ in active program pipeline, 42+ qualified opportunities, and 3.1× pipeline growth in six months.

A trusted AgTech platform was stuck running on pilots, grants, and distributor intros. In 90 days Stone Haven built a repeatable enterprise outbound engine that secured $36M+ in pipeline, 165+ qualified cooperative and distributor accounts, and tripled average contract value. Here is the exact system.

New business depended on legacy supplier relationships and slow RFP cycles, limiting access to next-generation vehicle platforms and emerging EV programs.

Growth depended on inbound leads and channel partners, leading to an inconsistent pipeline and limited access to CISOs at large organisations.

Revenue depended on long-standing distributor relationships and inbound RFQs, limiting visibility with OEMs and slowing access to higher-volume, long-term production agreements.

Growth depended on referrals and existing payer relationships, limiting access to new provider networks and causing slow, non-scalable patient and contract acquisition.

Policy growth depended heavily on brokers, renewals and inbound demand, limiting access to larger commercial accounts and creating unpredictable new-business flow.

Client acquisition relied on founder networks and referrals, making revenue unpredictable and limiting access to larger, multi-month strategic engagements.

Client acquisition relied heavily on referrals and local reputation, creating unpredictable case flow and limiting exposure to high-value corporate and litigation matters.

Growth relied on inbound demand and channel partners, limiting direct access to large enterprises planning infrastructure refreshes, cloud migrations and capacity upgrades.

Deal flow relied on brokers and inbound inquiries, limiting access to off-market opportunities and producing inconsistent transaction volume.

Rising paid-media costs and reliance on Meta and Google created volatile demand and eroded margins, with no direct relationships with retailers and high-intent B2B buyers.

Customer acquisition relied on brokers and spot-market demand, creating volatile revenue and limited access to long-term, high-volume shipping contracts.

Fundraising relied on events, grants and warm introductions, leading to unpredictable funding cycles and limited access to institutional donors and corporate partners.

Heavy dependence on OTAs and paid ads compressed margins, while inconsistent direct-booking demand made revenue unpredictable across seasons.