From B2C to B2B,
20× revenue in twelve months.

The situation

GivingWay is an end-to-end SaaS platform that gives nonprofits the digital tools to reach donors and volunteers globally. The product was working. The business model was not.

Revenue came from transactions, from consumers, and it behaved exactly the way transactional consumer revenue behaves: unpredictable month to month, impossible to forecast, and impossible to build a plan on. A company can have a genuinely good product and still not have a business, and that is an uncomfortable thing to say out loud inside a company that is proud of what it built.

What I did

I led the full pivot from B2C to B2B. In practice that is three decisions that have to be made together, because making any one of them alone produces a mess:

• Who the buyer is. Not the person using the product, but the person with a budget line and a reason to defend it.
• What the product is, to that buyer. The same software, described in terms of an organisational outcome rather than an individual one.
• How it is priced. Transactional revenue replaced with a subscription model, which is what turned income into something recurring and forecastable.

Pricing is where most pivots quietly fail. Teams reposition the messaging, keep the old pricing shape, and wonder why the new buyer does not behave like a new buyer. Pricing is positioning. It tells the market what kind of thing you are.

From there I built the company’s international commercial presence across Africa and LATAM, through a combination of direct outbound and strategic local partnerships. Those markets do not respond well to being sold at from a distance; the partnerships were what made the outbound land.

I also worked directly with the product team to define and launch new online fundraising products, built around what the market had demonstrated it was willing to pay for rather than around what was interesting to build.

What changed

Twenty times revenue growth in twelve months, and more importantly a revenue base the company could actually forecast and plan against.

The rest of the commercial detail belongs to GivingWay, so I will leave it there. What I can say is that the growth was not a spike. It came from a different buyer paying a different price on a recurring basis, which is why it held after the first year rather than reverting.

What I would take from it

A pivot is not a marketing exercise. Repositioning without changing who you sell to, what you charge and how you reach them produces a new website and the same numbers.

And the hardest part is rarely the strategy. It is being honest early about which parts of the current business are never going to scale, while those parts are still paying the bills.

If you are looking at a revenue base that will not compound, that is go-to-market work before it is anything else.