3 Year Growth Engine
Building a marketing and sales system from zero (2022–2025)
Lead Generation | Sales Enablement | Brand & Content | Analytics & Reporting | Inventory Strategy
Overview
Huliot Storage is a B2B storage solutions company with 7 salespeople. When I joined there was no marketing data, no lead process, and roughly two inbound leads per day. The brand was invisible and the website looked like it was built in 1999.
Over three years I built the full system from scratch, across brand, pipeline, sales coaching, and internal automations. The result was 5,119 leads managed, a ROAS of 5.18, and average deal closure time down from 27 to 14 days.
What I Walked Into
A company with real products, real clients, and a sales team that genuinely wanted to close deals. But almost nothing around them was working in their favor.
No marketing data of any kind. Zero historical baseline to build from.
Two inbound leads per day for seven salespeople. Nowhere near enough.
No sales management layer. The CEOs were handling follow-ups themselves.
A website that looked like 1999. Brand visibility close to zero. No usable testimonial videos.
A showroom that felt like a warehouse. Not the first impression you want.
The Real Problem Was Not Marketing
Within the first weeks it became clear that more leads would not solve anything on its own. The bottleneck was what happened after a lead came in.
Leads were sitting unattended. First calls were slow. There was no system for who picks up, who follows up, and which leads deserved senior attention.
I had to fix the pipeline first. More leads into a broken process just means more wasted leads.
A System Nobody Was Using
The routing system was built. The process was documented. There was just one problem: nobody was following it.
During a team meeting, the CEO picked up the phone and called a lead live in the room. The lead had submitted his details a month earlier. Nobody had called him. Not once.
The fix was not a better flowchart. It was putting a dedicated person in charge of every first call, every day.
The Fix: Put One Person in Charge
The solution was not another process document.
It was a person.
I brought in Roni, a part-time accounting employee, and gave her full responsibility for every incoming lead.
She had no sales background. I trained her from scratch.
Product knowledge: what we sell, what questions to ask, what signals matter.
How to qualify a lead in the first 60 seconds of a call.
How to route each lead to the right salesperson based on fit and potential.
By end of year one, she could identify which leads were worth the senior team's time, and which were not.
Roni was excellent. And because I managed her well, I got something rare: time. Time to build a new website, a new catalog, and go after new market segments.
New Segment, New Tools, New Language
Oded joined about a month after me. Highly motivated, loved being on camera. We built a lot together.
Shot product videos and testimonial videos with him as the face.
Built dedicated landing pages for him. He was almost the only salesperson who asked for them, and I made it worth while.
Noticed that most of his clients were Arabic speakers. Asked him which products he was pushing in that segment.
Created a full Arabic language catalog around those products to make his work in that market faster and more effective.
A new market segment, opened not by strategy but by paying attention to one salesperson's client list.
When the Strategy died
By year two, results from the original marketing agency had plateaued. The campaigns were running, but the quality of leads was not improving. I identified the problem, made the case internally, and switched agencies, as well as strategy.
Found and onboarded a new agency with a stronger focus on Google and intent-based traffic.
Shifted budget away from Meta and toward Google, where leads were consistently converting better.
Developed a new strategy: put custom storage solutions at the front of everything, not shelf products.
This led to higher value first purchases and better qualified leads from the start.
Custom solutions at the front meant clients arrived already understanding what we were capable of. The first conversation was different.
The Priorities Changed and I Adapted
When the decision to sell the company was made, the priority shifted: deplete inventory, fast. The normal rate before was 6% per year. That was not going to cut it.
Built a dedicated sale page on the website that curated discounted products only.
Ran Meta and Google campaigns targeting that page specifically.
Introduced bundled products. Complementary items packaged together at a better price.
Side effect: brought in a new wave of smaller clients who had never found the company before.
36%
inventory reduction in 18 months
6x
faster than the previous annual rate
A lower ROAS was an acceptable trade-off. The goal was not revenue per sale. It was clearing stock. And it worked.
The Day Everything Stopped: October 7th '23
October 7th caught everyone off guard. By Sunday morning I called my boss from the shelter and stopped all campaigns immediately. Then I did something that was not a marketing move. I chose to present things as they are, simply, no marketing.
I hung a large Israeli flag in the office and filmed every employee who wanted to speak.
Edited the video myself. Stayed behind the camera on purpose.
Ran it as the only paid ad during that period. Changed the profile photo to "כולנו יחד" - "We are all together"
When I returned to paid ads six weeks later, I changed the tone. Nothing flashy. Content that matched where people's heads actually were.
The original video I made post October 7th, in Hebrew, as well as the changed logo image on Facebook and the first post I uploaded after that Saturday.
Let the Clients Do the Talking
The most effective content we produced was not an ad.
It was real clients, at their own facilities, talking about what it was like to work with us.
Convinced the CEO to invest in professional camera equipment.
Went out at least once a month with a salesperson to film at 2 or 3 client locations.
Never told clients what to say. Only asked questions. Nobody ever said anything negative.
In editing, I removed my questions but kept the "umms" and pauses. That hesitation is what makes it believable.
17 testimonial videos across different projects. Some got dedicated landing pages. All went into the projects section of the site.
This sold better than any ad I ran. Not as a feeling. As a fact, with data to back it up.
What it comes down to
The numbers alone don't tell the whole story. For that, you'd have to read the full 3-year report I built (in Hebrew). But here's where we landed:
5,119
Leads through the pipeline in 3 years
36%
Inventory depleted in 18 months
2,164,255
Reported revenue from first-time lead purchases (in NIS)
5.18x
ROAS on first-time purchases from leads
12%
Average conversion rate over 3 years
14 days
Average time to close a sale, down from 27 (48% faster)
Yes, I'm flexing a little. But given the slim budget, the war, and every obstacle along the way, I think the numbers earn it. Three years to rebuild a company from the inside out and make it look and feel the way it always should have.
What Did Not Happen
Not everything I pushed for got approved. Two things in particular I believe would have changed the numbers significantly.
The creation of an online B2B & B2C store
I pushed for it from early on. The infrastructure was there, the products were there, the traffic was there.
It never got approved. I believe it would have been transformative for the shelf products side of the business.
I also believe products of up to 10K NIS (around 3K USD) would have sold very well on the store, as I would have used AI and variants to create a unique client experience, including mockups of products in their actual storage space.
It would have saved time, money, and would have shortened the sales process.
CRM connected to the payment system
Without this connection, I could never measure customer lifetime value.
Every number in this case study reflects only the first purchase. Not even that, it only measures the numbers reported to me, which I estimate at around 80%-90% of the sales to first-time clients, that actually took place.
What happened after that is a blind spot I was never allowed to close. I know some clients who had a purchase of around 10,000 NIS on their first sale, went ahead and made purchases of around 40K-60K, later on, but I could never really calculate those numbers.
Gil Hadar
CEO, Huliot Storage Solutions
As the CEO of Huliot Storage Solutions, I had the privilege of working with Royi Berkovitz over a significant period of time.
Royi is a top-tier professional. Creative, dedicated, responsible, and with a rare ability to lead marketing and communications processes with precision and expertise.
Beyond his strong professional skills, Royi was a true partner along the way. Someone you could always count on, with excellent interpersonal skills and a real ability to collaborate with every part of the organization.
Any company that gets to work with him will gain not only a quality professional, but an exceptional person.
What This Project Actually Did
This project was not just about running campaigns. It was about building a system that could grow, adapt, and keep working without me in the room.
From pipeline to brand to sales coaching to automations, every part was connected. I may have led the process, but none of it would have worked without the people at Huliot who showed up every day and trusted the direction.
I have grown a lot since this project ended.
The mindset remains exactly the same.