From a brochure site to a sales tool and engine for expansion.
From “just another outsourcing vendor” to a strategic partner in specialized sourcing. The repositioning of an IT consultancy with more than twenty years in the market, driven by interviews with the people who already pay for it.
We are hands-on. Our essence is to grow without losing closeness, client by client, delivery by delivery. Conversion Lab’s job was to translate that, our internal language, into a single language the client understands on the first click.
In this case study, you’ll see
Twenty-five years of operation the website couldn’t show
With more than twenty years in the market, the client is a mid-sized IT consultancy with a strong presence in regulated sectors (financial, healthcare and agribusiness) and a portfolio that includes major Brazilian banks, nationwide health insurers, agribusiness players, payment fintechs and IT multinationals.
In 2024, it added Data & AI expertise through an acquisition, starting to operate as a group.
turnover. A rate almost unheard of in the sector, and one that by itself captures the people-first model built over two decades.
From the outside, however, the brochure site let none of that show.
“Just another IT outsourcing vendor.”
That’s how the market saw the client. Not for lack of results: the end clients had kept hiring for over a decade.
The brochure site couldn’t translate what those clients were actually buying.
There were three tensions stacked up.
A problem of perceived value
Internally, leadership compared the company to global giants, large multinational IT consultancies. Externally, in the mind of the IT decision-maker who signs the invoice, the real competitors were mid-sized, agile, close consultancies. The company placed itself in the wrong spot on the competitive map.
A website that pushed toward commodity
Shallow architecture, institutional messaging, each service in a generic paragraph. The marketing team couldn’t even change the text on the site, and to work around it, produced one-off landing pages. The result was a scattered brand, with inconsistent branding and diverging messages page by page.
A sales asset that didn’t exist
Sales had no links to send over WhatsApp. No service page by segment. No social proof in context. The site was an institutional piece that no account manager used to expand existing relationships.
Cutting across all of this, a silent operational barrier: in regulated sectors, vendor approval takes months.
Without a page dedicated to governance and compliance, the site didn’t even help get a foot in the door.
What we are, and what we want to keep being, is this: hands-on. Growing without losing closeness. The problem is that the old site said the opposite. It spoke like any body shop.
Three discoveries that changed the course of the project
Before writing a single line of copy, we interviewed the consultancy’s end clients: IT directors and managers at major banks, nationwide health insurers, agribusiness players, payment fintechs and IT multinationals.
We applied Jobs to Be Done to understand in what context the company was hired and what progress each client was after with that contract.
It wasn’t a vendor. It was an extension of IT leadership.
When these managers talked about the consultancy, they used the language of someone talking about their own team. They described situations where they needed a technical profile that didn’t exist on the internal team.
Trust was the key. They called the company to solve problems, not just to bring in people.
That’s not a catalog expectation. It’s a partnership expectation. Nobody hires a body shop that way.
That was the real job the company already performed. The old site couldn’t name that job.
The real comparison was three rungs below what leadership imagined.
In the conversations, clients cited competitors the internal team never even mentioned: mid-sized consultancies, with similar attributes, competing for the same budget.
Leadership compared itself to global multinationals. Buyers didn’t even consider that universe for the kind of project the company was chosen for. Comparing yourself to someone the client doesn’t compare you with is spending ammunition on the wrong target.
The real differentiators were in the clients’ conversations, not in the sales decks.
What showed up consistently was availability. Calls answered. Same-day response when they couldn’t take the call. The triad: transparency, closeness and continuity.
Agility, yes, but with precision. Continuity too: the consultancy’s people don’t change every six months, unlike what interviewees reported about other partners.
The ability to find rare profiles. One IT director said that, out of nine approved vendors, only Datum managed to locate the specialist the client needed.
Closeness that global consultancies, by structure, can’t deliver.
None of these attributes were on the old site. They were all in the conversation with the people who pay the bill.
It wasn’t a pitch. It was what the company already delivered.
The work in four moves
With the interview material in hand, the work followed four linked moves. None was negotiable.
Positioning validated by evidence
We repositioned the company as a strategic sourcing partner: an extension of the clients’ IT leadership, oriented to speed, trust and continuity in critical projects.
The comparison moved to the right place on the map: against consultancies of similar size, winning on the combination of agility, people care (4% turnover), close follow-up by a dedicated partner and the ability to mobilize squads in regulated sectors. It wasn’t a marketing promise. It was the systematization of what clients already said about the company.
Architecture driven by the decision journey
The old site was an institutional museum. The new one became a sales tool, with seven service pages structured as landing pages:
Each page with its own CTA, specific storytelling and social proof in context. The sales team now had direct links per service to expand accounts, something the old site didn’t allow.
Copy in the buyer’s language
The headlines weren’t written in the room. They came from the interviews. Expressions the decision-makers used to describe their own context (losing the timing of a project, finding rare profiles, ensuring continuity in critical deliveries) became the headlines of the service pages.
The principle: each headline names a concrete situation the decision-maker recognizes, in the language they already use. Not the agency’s pitch. The buyer’s own language.
Social proof in context
Testimonials were distributed by service, each one validating the specific differentiator of the page it appeared on. No institutional “wall of logos”.
Along with it came operational autonomy: migration to a self-managed CMS, with the marketing team editing, duplicating and publishing without depending on an agency or IT.
The page dedicated to Governance & Compliance, which began to reduce the friction of approval in healthcare and financial services.
The transformation in one view
Site live. Positioning defined. One single language across the whole operation.
The site went live in June 2025. A new case doesn’t need to sell on a number that doesn’t exist yet: it sells on the transformation. And what has already changed is there to see.
Positioning in the right place
The company no longer fights on the map where it was losing. The sales conversation starts at strategic sourcing, not “IT outsourcing”. Against competitors of similar size, winning on the real combination of attributes.
Full marketing autonomy
The team publishes cases, articles and service pages without depending on an agency. What was a locked asset became a living one.
Unprecedented internal alignment
For the first time, sales, operations and HR speak to the client in the same language: the one the clients themselves used in the interviews. As the operations director put it, the company now speaks one single language.
Sales with an expansion asset
Direct links per service let account managers grow existing relationships without building a presentation from scratch.
Compliance barrier reduced
The Governance & Compliance page lowered the initial friction in regulated sectors, where a vendor must pass financial, legal and compliance review before coming in.
Agility is one point, but it’s agility with precision. What Conversion Lab brought was that clarity: there’s no use sending someone in 24 hours who isn’t aligned with what the client wants. And it made that show up on the site.
We invest a lot in people, in well-being, in mental health. That shows in the very low turnover, 4%. Conversion Lab’s job was to organize that in a way the client also sees value in. Before, the effort died in the sale.
The work reinforced what we are. We can’t sound like an HR company. We also can’t sound like a multinational. Conversion Lab built the true middle ground, which was always ours.
It didn’t compete on price. It competed on perceived value.
What the new site reflects isn’t an aesthetic makeover. It’s the result of listening to real clients and giving back, in the form of a site, what they already valued. Less institutional. More decision. More margin.
From site as a business card, to site as a powerful sales tool.
The next before and after could be yours
45 minutes for you to tell us where the message is stuck, and leave with more clarity than you came in with.
Book a meeting ›A repeatable method for B2B companies
What we did with this client isn’t a custom project. It’s the same method we apply on every project.
We understand the company
We talk in a structured way with the C-level and key people from each service/product that needs to be sold.
We understand your clients
Interviews with current clients to reveal the hiring context and the decision journey.
Audit of the real market message
Who your clients actually compare you to, not who your leadership imagines.
Positioning validated by evidence
We cross-check what we gathered from the company, clients and market to build the real positioning and differentiators of the operation, in the language the client understands.
Architecture driven by the decision
Each page, a step in the decision-maker’s journey.
Enterprise-grade design and CMS
Full autonomy for the internal team, with no maintenance locks.