TierPoint Makes IT Services Easier to Sell with a Unified Commercial Narrative

Learn how one IT infrastructure provider built a commercial narrative to help sales, marketing, and customer-facing teams articulate value in a crowded market.

About TierPoint

TierPoint is a U.S.-based IT infrastructure provider delivering data center, cloud, and managed services for mid-market organizations navigating modernization, cost pressure, and AI-driven demands. Their teams support complex buying committees making highly technical decisions—where “good enough” options can look interchangeable unless the story is crystal clear.

Key Takeaways

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Standardized a commercial narrative for cloud and managed services—built to disrupt status quo thinking and create a consistent story across the revenue organization.
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Proved (and expanded) the program through a pilot-first rollout, tracking real, in-flight deals for changes in velocity and outcomes.
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Shifted the internal definition of success from “training delivered” to “message used,” reinforcing adoption through practice, coaching, and leadership activation.

The Challenge

TierPoint sells into a market where many providers can sound interchangeable—while buyers have less time (and patience) to sort through complexity.

Karen Loiterstein, VP of Revenue and Go-to-Market Enablement at TierPoint, saw the pressure from both sides of the table. “With artificial intelligence and the economic challenges that IT leaders are facing, it’s very difficult to make this purchase of IT infrastructure.”

That pressure shows up in the buying process, too. “It’s never been more difficult to be an IT buyer,” Karen explained. Decisions are “confusing and extremely technical,” often involving multiple stakeholders trying to align on what’s needed—and how to evaluate it.

Inside TierPoint, leaders recognized what tends to happen in that environment:

  • The conversation drifts to features. When buyers are deep in the weeds, it’s easy for sellers to meet them there.
  • “Good enough” differentiation sneaks in. Offers like free assessments can create an opening, but don’t reliably create separation when cloud and managed services deals get serious.
  • The story splinters across teams. If marketing, enablement, customer success, and sellers aren’t reinforcing the same narrative, buyers hear mixed messages—and fill in the gaps themselves.

“Messaging at TierPoint is critical,” said Karen. “We want to arm our teams with the information they need to provide solutions that map directly to the outcomes our IT buyers are trying to achieve.”

The Turning Point

TierPoint needed a better way to build alignment and get the message used by marketing, sales, and customer success.

“I had talked about Corporate Visions a lot with my peers and colleagues at TierPoint,” Karen said. “When our new chief sales officer joined, he had also worked with Corporate Visions in his previous role. So we really united and teamed up to bring in Corporate Visions and help put some structure and momentum around the sales messaging we were trying to get to the field.”

But TierPoint didn’t lead with a company-wide launch. Instead, they ran a pilot.

“One of the best ways I’ve found to bring Corporate Visions into an organization is through a pilot,” Karen explained. TierPoint ran a focused pilot around a marquee solution—“a two-day session with a smaller subset of our leadership group and some of our sellers”—then applied the messaging to specific, in-flight deals.

The goal was to track what changed in those deals. As Karen described it, they monitored “how is that messaging impacting the velocity of the deal, whether or not we’re able to win those deals and be able to track that ROI.”

That pilot created two things TierPoint needed: a practical path to rollout, and credible evidence to bring sales leaders along.

We ran a pilot with Corporate Visions around one of our marquee solutions for TierPoint. By rolling this out during a two-day session with a smaller subset of our leadership group and some of our sellers, we could track and measure ROI over time.
Karen Loiterstein
VP, Revenue and GTM Enablement, TierPoint

The Solution

TierPoint and Corporate Visions turned the pilot into a repeatable way to tell one story—across roles, channels, and conversations.

First, they built an acquisition-focused enterprise message for TierPoint’s cloud and managed services portfolio. The intent was to help teams lead with commercial insight and disrupt the status quo—so the conversation starts with what’s at stake for the buyer, not a rundown of services.

Then they treated rollout like an enablement system, not a file handoff.

TierPoint’s rollout plan treated adoption as a design requirement.

Instead of asking teams to “go use the new message” without support, TierPoint sequenced the change and reinforced it in the flow of work:

  • Message launch as a forcing function. A formal launch created a shared starting line—so sellers, marketing, and customer success weren’t each interpreting the story their own way.
  • Reinforcement where teams reset priorities. TierPoint tied follow-on reinforcement to major internal moments—especially sales kickoff—so leadership alignment showed up as something teams could see and hear, not just a slide.
  • Practice to build confidence and consistency. Karen has seen what happens when leadership alignment is optional: teams improvise, and the story drifts. That’s why she emphasized buy-in. “It’s so important that sales teams and anyone client-facing get a message that leadership is bought in and aligned around,” she said.

And she called out SKO as a practical platform for that alignment: “Sales kickoff is a great place to launch a message… everyone’s live, they’re present, and oftentimes you can have a sales leader or one of your C-suite officers deliver the message in front of the entire sales force.”

From there, TierPoint focused on making the message usable in real conversations. The goal wasn’t for teams to repeat a script. It was to stay consistent while adapting to different buyers, deal stages, and buying committee concerns.

That’s why TierPoint broke the change into manageable pieces. “We’re in the middle of a message unveiling,” Karen said. “We’re really breaking this apart into bite-sized pieces—starting with DIQ, so people can get their arms around what’s different and what’s expected.”

They also kept the definition of success simple and observable. Not “did you attend,” but “can you use it.” And Karen underscored what it takes to get there: “Those types of activities don’t come naturally at first. It really does take practice.”

The Results

TierPoint’s early results show up less as a single “after” metric and more as a shift in how the organization measures and reinforces messaging.

  • A repeatable path from message to field usage. Instead of declaring the work “done” at launch, TierPoint treated the message as something that must show up consistently in buyer conversations. That meant building reinforcement into the enablement rhythm (leadership alignment, practice, and ongoing coaching), so the story doesn’t drift back to features when deals get complicated.
  • Cross-functional consistency where it counts. With marketing, enablement, customer success, and sellers all expected to support the same narrative, TierPoint focused on reducing the mixed-message problem that shows up when each function interprets the story differently.
  • A measurement mindset—without over-claiming. TierPoint’s approach is designed to connect message usage to deal outcomes over time. TierPoint has tracked changes in deal velocity and win/loss in pilot-related deals, and continues to document broader performance impact as adoption expands.
Sales messaging can be a game-changer—and a career-maker too.
Karen Loiterstein
VP, Revenue and GTM Enablement, TierPoint

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