Interplay Learning: From No Coordinated Motion to $3M+ in Pipeline

Client: Interplay Learning
Industry: Workforce Training/Skilled Trades Technology
ICP Fit: Enterprise industrial and manufacturing organizations looking to close the skilled trades gap through scalable, immersive workforce training
Challenge: Interplay had a strong product and a set of enterprise accounts they wanted to win, but no plan for getting in front of them. Marketing and sales weren’t working together, and the right people at the right companies weren’t hearing from them consistently.
Solution: Scrappy ABM designed a focused program targeting six named steel manufacturing accounts. We found the right buyers at each company, built outreach sequences for each role, and got marketing and sales running the same play at the same time.
Impact:

• $3M+ in total pipeline across six target accounts, with $824K+ directly marketing-influenced
• 495K+ LinkedIn impressions and 4,191 website visits from target accounts
• 576 contacts actively engaged across sales outreach sequences
• Strong early signals from Cleveland-Cliffs and Nucor within the first 30 days

The Challenge:

Big Accounts, No Coordinated Motion

Interplay Learning wasn’t short on ambition.

They knew which companies they wanted to win: major steel manufacturers like ArcelorMittal, Nucor, U.S. Steel, and three others. These were big accounts with workforce-training needs Interplay was made to solve.

The problem wasn’t the product, and it wasn’t even the market.

It was that nobody had a strategic plan for getting in the door.

Sales was doing its own thing, and so was marketing. Then the people who made buying decisions at these accounts (operations leaders, safety teams, L&D managers) weren’t being reached in any consistent or coordinated way.

Here’s what was missing:

• No shared game plan: Marketing and sales weren’t aligned on who to target or how to reach them.
• No buying committee strategy: Multiple people influence a deal this size, and there was no plan for reaching all of them.
• No awareness before outreach: Sales was reaching out cold to accounts that had never heard of Interplay.
• No way to prioritize: With six large accounts in play, there was no signal for where to focus first.

Interplay had the right accounts on the list. What they needed was a system for getting into them.

The Solution

Build the Motion, Coordinate the Attack

The opportunity was obvious: six accounts, solid buying needs, and a product that solved a problem.

Interplay needed a way to show up for all of them consistently, coordinated, and with the right message for the right person.

So that’s what we built.

Using the 4D Framework and Account Progression Model, here’s what changed.

Data:

Before anything went out the door, we clarified who we were trying to reach.

Each target account had multiple decision-makers involved in a purchase like this. Think ops leaders worried about productivity, safety and compliance teams managing risk, and L&D managers responsible for getting workers trained and ready.

We mapped all three groups across all six accounts and built targeted contact lists for each, so outreach wasn’t just hitting one person and hoping for the best.

Distribution:

With the right contacts identified, we made the motions to reach them.

We launched awareness campaigns across LinkedIn and ZoomInfo to get Interplay in front of target accounts before sales made contact. Then we designed persona-specific outreach sequences and got both AEs and SDRs enrolled and running them, with 576 contacts across the two teams.

For the first time, marketing and sales were running the same play at the same time.

Destination:

We made sure the message matched the recipient.

An ops leader cares about different things than a safety manager or an L&D director. So instead of one generic pitch going to everyone, each persona got communication that spoke directly to their priorities.

Same product, but a much sharper story depending on who was reading it.

Direction:

The last piece was making sure none of this was a black box.

Plays were documented, accounts were tracked, and programs were tied to pipeline so the team could see what was contributing to revenue. Sales and marketing were looking at the same accounts with the same targets, making it possible to coordinate instead of collide.

For the first time, the team had a solid picture of what was in market, who it was reaching, and what was happening as a result.