PopmenuWNB Factory, an 89-location restaurant account, had churned from Popmenu four years earlier when they were a much smaller operation, and re-engaging them was a top strategic priority. On first glance, their existing tech stack made them look like a poor fit, and their prior negative experience meant significant relationship land mines had to be navigated before any conversation about a new deal could happen.
I led the effort to turn this around by conducting extensive discovery into their current tech stack, identifying both areas of opportunity and the risk points that could derail a re-engagement—most notably their heavy reliance on DoorDash marketplace, consumer apps, and loyalty programs, none of which we offered at the time. Through discovery, I uncovered that these weren't actually paramount to their business, and that new customer acquisition through better SEO and a native ordering system mattered more to them. I built a data-driven pitch around SEO and native ordering ROI, pulling live SEO rankings showing smaller competitors on our platform outperforming WNB Factory's current setup, and built a cost calculator based on their ~50,000 direct orders per month showing how our $1-per-order rev share model would effectively let them pay for the entire platform through savings. I worked with Ben to arrange and host a meeting at our HQ with WNB Factory's CEO, CMO, and two members of Popmenu's C-suite, presented the pitch and ran the numbers live in that meeting, and then coordinated with Tony on structuring the contract once we had hard data on their order volume and dissatisfaction with their current vendor.
The deal closed within 8 weeks of the HQ meeting, resulting in a 24-month agreement worth over $500K ARR—the largest deal in company history. Beyond the revenue, the win strengthened our relationship with WNB Factory's leadership, with Robert Bales becoming a reference for future enterprise deals, and the deal was highlighted company-wide as a model example of effective team selling.
