In this seventh episode of Building in Public, David Ellis shares his real-time experience of scaling a B2B business while openly discussing challenges, successes, and lessons learned.

Stacey Cruickshanks, Head of Content at beetu.be, joins the conversation, pushing David to dive deeper into sales metrics, marketing spend, and the impact of demand generation.

They revisit the ambitious Q1 goal of signing 30 new high-ticket clients and assess progress so far. David explains how their marketing system is performing, what metrics they track, and why he's still personally handling sales calls as the CEO.

He also discusses their data-driven approach to increasing ad spend, the challenges of predicting revenue growth, and why their creative strategy avoids direct sales pitches.

As part of their commitment to transparency, they announce an upcoming Live Building in Public episode, where listeners can join, ask questions, and engage directly.

David Ellis – Founder and CEO, building a B2B business in public. Sharing transparent insights on marketing, sales, and scaling strategies.

At the start of the year, David and his team set a goal to sign 30 new high-ticket clients in Q1, essentially doubling their usual 15 per quarter. They committed to sharing this process publicly, tracking progress, and discussing real results.

So far, their marketing system is performing well. They set a target to spend £10,000 per month on marketing but are ramping up gradually. In January, they planned to spend £7,000, generate 26 demo calls, and keep the cost per demo at around £275. By the time of recording, they had 25 demo calls booked and a cost per demo of £277—right on track.

The only lagging metric is new sales, though David explains this is expected due to the delay between marketing spend and closed deals. They have already signed five new sales this month, totaling £62,000 in deal value. He remains optimistic that the groundwork laid in January will pay off in the coming months.

One unexpected factor has been repeat customers. Several clients returned to purchase additional services, prompting a discussion about whether the goal should be "30 new clients" or "30 new sales." While new customers were the original focus, revenue growth remains the ultimate measure of success.

David admits he doesn’t have an exact number for his average sales cycle length but knows it varies widely. Some prospects sign up immediately after a demo call, while others take months to return. The benefit of a demand generation approach is that many buyers complete their decision-making process before ever reaching out.

In terms of quality, their sales calls have been highly targeted, with a strong show-up rate of over 90%. Unlike traditional lead generation funnels, where up to 30% of booked calls don’t happen, their approach ensures they speak with engaged and qualified prospects.

Despite being the CEO, David still handles all sales calls himself, dedicating about 7 hours per week—nearly 25% of his time—to these conversations. He sees this as an essential part of staying close to customers, understanding their needs, and refining their approach. Eventually, he will transition sales calls to a team member, but for now, it remains a priority.

To scale effectively, they follow a structured decision-making framework for marketing spend. If cost per demo is below target, they increase the budget significantly. If it's on target, they make smaller adjustments. If it rises above target, they assess creative performance and conversion rates before making...