Most demand gen playbooks assume a 30-day sales cycle and buyers who live online. Construction tech buyers need 9 to 18 months to say yes, and half haven't opened a marketing email in years. We build pipeline around how GCs, subs, and construction tech operators really buy – not how a generic SaaS playbook says they buy.
The Challenge
Your Marketing Calendar Doesn't Match Your Sales Cycle
A construction tech deal moves through budget season, a pilot project, a safety and IT review, and a GC approval chain before anyone signs. That's 6 to 18 months, not 6 to 18 weeks. Campaigns built on a quarterly content calendar go cold halfway through the cycle, and nurture stops the moment the SDR team loses interest in a name. By the time budget actually opens up, the account has forgotten why they downloaded the whitepaper in the first place.
Trade Show Budget Vanishes Into a Badge Scan List
World of Concrete, ConExpo, and the regional ENR events absorb a big share of the annual marketing budget, and the return is a spreadsheet of badge scans nobody follows up on with any real structure. Booth staff collect cards, sales reps cherry-pick the ones they liked talking to, and the rest sit untouched until the next show rolls around. Six months later a deal closes and nobody can say whether the show, the outbound sequence, or a referral actually opened it.
You're Marketing to the Office, While the Field Makes the Call
The superintendent who'll use your product every day on a jobsite has different concerns, different channels, and different trust signals than the VP of Operations who approves the purchase order. Content built for one almost never reaches the other – a polished ROI deck impresses the office and gets ignored in the field, while a jobsite demo video never crosses the CFO's desk. Deals stall when the field champion can't get the office to move, or the office signs off on a tool the field quietly refuses to use.
Traditional Demand Gen Channels Underperform With This Buyer
Paid social, gated ebooks, and LinkedIn thought leadership are built for buyers who spend the day in a browser tab. Construction operators spend the day on a jobsite, in a truck, or at a trade association meeting, and they trust a peer referral or an industry publication over a sponsored post. Programs copied straight from a general B2B SaaS playbook post decent impressions and thin pipeline, because the channel mix was never built for this buyer in the first place.
What We Do
We begin with an assessment, not a template. That means mapping your actual buying committee – not the org chart, but the real one: who discovers the tool on the jobsite, who signs off on IT and safety, who controls the budget, and who can end the deal with a single sentence. For most construction tech companies between $5M and $100M ARR, that means a target list of a few hundred named accounts, not a database containing thousands.
From there, we create an account-based strategy around that named list. Construction tech rarely offers enough total addressable market to support a spray-and-pray funnel – the smarter move is selecting 150 to 300 accounts that match your ICP and developing a coordinated sequence of content, outreach, and events focused directly on them.
Execution begins with trade shows, because that's already where the largest share of your budget goes. We rebuild each show as a full-funnel motion rather than a one-week expense: a pre-show outreach sequence for target accounts attending World of Concrete or ConExpo, a booth conversation framework that captures meaningful qualifying data instead of only a scan, and a 90-day post-show follow-up tailored to what each account actually said at the booth.
Content investment moves away from gated ebooks and toward what this buyer really consumes – trade publication placements, peer case studies that field crews can watch on a phone between tasks, and direct outreach through channels construction buyers already trust, paired with a tighter LinkedIn presence focused only on office-side buying committee members who are genuinely active there.
This operates as a fractional engagement, not an agency retainer. You work with a senior operator who has led demand gen programs before, rather than an account manager passing your business to a junior team. We embed with your current marketing and sales staff, work within your own CRM and marketing automation, and report like an internal VP of Marketing would – through a working pipeline view, not a monthly slide deck no one reads.
Every account on the target list is tracked across the full cycle – first touch, trade show interaction, pilot conversation, procurement stage – so you can finally identify which channel generates pipeline instead of estimating from impressions and downloads. When the conclusion is 'the trade show budget isn't earning its keep,' we say it and reallocate the spend, even when that means less booth space next year.
What we deliver
- Named target account list (150-300 accounts) with buying committee mapping
- Trade show pre/post engagement sequence for World of Concrete, ConExpo, and regional ENR events
- Field-vs-office content split: jobsite-facing assets and office-facing ROI and compliance assets
- Account-based outreach sequences built around each buying committee role
- Pipeline attribution model tied directly into your CRM stages
In construction tech, a deal doesn't stall because the field rejects it – it stalls because no one created a way for the field champion to sell it to the office.
Our Methodology
The first 30 days focus on diagnosis. We review your previous 12 months of closed-won and closed-lost deals, cross-reference them with trade show attendance and marketing touches, and create the real target account list based on what's actually converting – not on a purchased list sold by the thousand.
Days 31 to 60 focus on building and launching. The account-based sequences go live, the trade show playbook is tested at the next event on your calendar, and content is reshaped around the field and office split so every buying committee member receives something created for them, rather than a generic asset stretched to serve everyone.
Days 61 to 90 move into measurement and handoff. We refine the attribution model against your CRM, cut any channel that isn't generating qualified pipeline, and give your team a repeatable operating rhythm they can manage without us in the room – or we remain embedded as the fractional lead when that's the better fit for your current stage.
Our Approach
Week one begins with a working session involving your CEO, VP Marketing, and head of sales to align on the true target account list using the past two quarters of deal data, rather than assumptions about your buyer. This is where we resolve disagreements over ICP fit before building a single campaign.
By day 30, the account list is built, the buying committee map is complete for your top 20 accounts, and the trade show plan is finalized for the next event on your calendar. Nothing launches until the account list is correct, because even a well-executed campaign targeting the wrong accounts remains wasted spend.
By day 60, the account-based sequences are running, the field and office content split is in production, and we're holding a weekly pipeline review with your sales team to identify which accounts are truly engaging and which are becoming quiet. Most mid-course adjustments happen during that weekly review.
By day 90, you have a functional attribution model, a validated trade show playbook, and a fractional operator integrated into your weekly cadence – not a pile of recommendations no one has time to implement. From there, we either continue the engagement to operate the program or hand it off with documentation for your internal team.
- Pipeline attributed to specific accounts and channels instead of guesswork
- Trade show spend converted into a tracked, repeatable follow-up motion
- Content and messaging split by buying committee role, field versus office
- A named account list your sales team actually works instead of an inbound trickle
- Less internal debate over which channel gets next quarter's budget
If your construction tech company needs demand generation leadership, we should talk.
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Frequently asked questions
What does a demand generation engagement cost?
Engagements generally range from $15K-$35K per month based on scope – whether that covers strategy and account planning only, or strategy with execution across content, outreach, and trade show support. We scope the work around what your team can't currently handle internally, rather than giving everyone the same fixed package.
How soon will we see results?
With 6 to 18 month sales cycles in construction tech, you can expect qualified pipeline signals within the first 90 days – meetings scheduled with target accounts, trade show follow-up conversion, and engagement from named committee members. Closed revenue comes later depending on where accounts are in procurement when the engagement begins.
How does this integrate with our current marketing team?
We join your team as a fractional operator, not as a separate agency executing from a brief. That means operating inside your CRM and marketing automation, participating in your current team standups, and transferring documented processes that your team can manage without us.
What makes this different from a general B2B demand gen agency?
Most agencies use the same paid-social-and-gated-content playbook in every industry. We build around the realities of construction tech: lengthy procurement chains, a field-versus-office buyer split, and trade shows that consume a significant portion of budget without attribution.
How is ROI measured?
We follow every target account across the entire cycle – first touch, trade show interaction, pilot conversation, procurement stage – within your CRM, letting you see which channel actually generated a specific deal rather than guessing. We report on the same pipeline and attribution metrics an internal VP of Marketing would manage, not vanity metrics such as impressions or ebook downloads.
What type of company is the right fit for this?
This is designed for Series A through growth-stage construction tech companies generating $5M-$100M in ARR and selling to GCs, subs, or ownership groups where the deal must pass both a field champion and an office-side buying committee. It's not a good fit for pure self-serve, low-ACV products where there isn't a real committee to sell to in the first place.
