Account mapping, role-specific outreach and champion enablement to help a surveillance-technology business expand within its existing customer organizations.
The public account does not provide account cohorts, adoption denominators or precise measurement dates. The 68% figure is reported feature adoption, not a 68-percentage-point lift. All financial metrics remain reported engagement outcomes rather than independently audited attribution.
01 / The assignmentThe Panoptyc account describes customers successfully using surveillance technology at one location or in one department, without extending it across the business. Advanced AI features were another source of unrealized value. The growth question was less about finding another unrelated prospect and more about understanding the account already in front of the team. That made organizational context central to the assignment. Security, operations, IT, finance and facility teams had different responsibilities. An expansion conversation needed to connect an adjacent use case with the relevant people, rather than send every contact the same request to buy more.
Clay supported account mapping beyond the primary security contact. The published scope includes operations managers, IT directors, finance approvers and facility managers. The purpose of that map was to understand related locations, technical requirements and budget responsibility, not to mistake a complete contact list for demonstrated buying intent.
Instantly outreach paired role-based messaging with existing-use context and industry needs. AI theft-deterrence positioning changed how advanced capabilities were explained. Case studies, ROI material, webinars and in-product prompts supported the feature-adoption story. The value case had to make sense to the person receiving it.
ROI one-pagers, technical specifications, procurement comparisons and executive summaries gave internal champions different tools for different conversations. Expansion depended on more than enthusiasm from the original buyer. The materials helped connect that enthusiasm with the approval and operating questions elsewhere in the account.
Illustrative stakeholder atlas based on the published account-mapping scope. These roles are not a real customer's organization chart.
The first buyer's experience establishes a starting point. Expansion requires understanding whether the same need exists in another location or team, not assuming that satisfaction automatically creates a larger purchase.
An operations conversation can expose adjacent locations and workflows. That context makes a proposed expansion specific enough to investigate rather than simply increasing the size of an existing order.
Technical specifications and a financial case serve different decisions. Bringing both into the conversation avoids asking a security champion to answer every implementation and budget question alone.
Enablement gives an advocate a concise way to explain the case to others. It supports an internal decision; it is not evidence that every mapped stakeholder has agreed to buy.
The original engagement account reports higher expansion revenue, larger average account value and increased adoption of AI features. It also describes stronger customer relationships. The operating contribution was the connection between account research, a clearer feature story, targeted outreach and internal advocacy.
The useful shift was from generic account check-ins to a clearer picture of who could use the capability and why. Mapping and automation made outreach more specific. Champion materials helped the customer continue the conversation after the vendor left the room.
The numbers describe different parts of the result. Feature adoption is not itself an expansion sale, and a larger average account is not the same measure as total revenue growth. Keeping those distinctions intact makes the story more useful to a team considering its own installed-base strategy.
The public account does not provide account cohorts, adoption denominators or precise measurement dates. The 68% figure is reported feature adoption, not a 68-percentage-point lift. All financial metrics remain reported engagement outcomes rather than independently audited attribution.
Scope and figures are drawn from RevOasis's original Panoptyc engagement account. The diagrams explain the work; they are not original client documents or evidence of current system performance. The artwork is a conceptual industry illustration, not a photograph of the client's products or facilities. Reported outcomes are not a forecast for another business.
“RevOasis didn't just help us expand accounts-they taught us how to think about account expansion surgically. The Clay + Instantly approach combined with AI positioning transformed our customers from single-location buyers to enterprise-wide partners.”
