Loxo
Loxo is the #1 Talent Intelligence Platform and global leader in recruiting software.
Increase in ARR QoQ
Increase in Qualified (HIRO) Opportunities
Decrease in customer acquisition cost
the problem
Loxo had grown almost entirely through word of mouth. As an early-stage company, the team had focused its resources on building the best product possible, with most of the investment going into product and customer success.
Marketing was minimal. There was no dedicated demand generation engine and little activity beyond the occasional customer newsletter.
But Loxo had already proven something important: people who saw the product wanted it. With a roughly 75% close rate from opportunity creation, the challenge wasn't product-market fit. It was getting more of the right people to discover Loxo and understand its value.
With ambitious growth and market-share goals ahead, CEO Matt Chambers brought in Refine Labs to help build the demand generation engine from the ground up.
the work
Overall results were achieved by modifying the GTM strategy to focus on creating and capturing demand through a dual-motion approach: Product-Led Growth and Sales-Led Growth.
To accurately capture the right demand, we conducted an audit of all high-intent keywords to ensure we were maximizing impression share for the keywords driving the majority of conversions into pipeline opportunities.efine Labs helped Loxo build a focused demand generation strategy around a simple question: Where does Loxo's market actually spend its time?
For recruiters, the answer was clear: LinkedIn.
Rather than spreading a small marketing team and budget across dozens of channels, Loxo concentrated its efforts on a handful of places where it could create and capture demand effectively.
On LinkedIn, the team focused on educating the market and building awareness among Loxo's ideal customers. The strategy was reinforced by self-reported attribution, Gong calls, and direct customer feedback—including prospects telling the team they kept seeing Loxo on LinkedIn.
Paid search played a more targeted role. The team identified high-intent terms worth capturing while testing whether branded search spend was actually necessary. When the data showed that reducing branded campaigns wasn't hurting hand-raiser volume, budget could be shifted toward areas where Loxo had more to learn and more opportunity to grow.
The strategy also supported Loxo's dual go-to-market motion: Product-Led Growth and Sales-Led Growth. Rather than treating those motions separately, the team built a demand engine that could create awareness, generate product signups, and capture demo requests.
The philosophy was intentionally focused: go deep where the market already is instead of spreading budget and effort too thin.
Increase in ARR QoQ
Increase in Qualified (HIRO) Opportunities
the RESULTS
The impact showed up quickly.
At an industry conference in London, prospects even approached Loxo's booth because they had been seeing the brand “all over the place” and wanted to understand what the company was about.
The growth wasn't attributed to paid media alone. Loxo's major product announcements and expanding Product-Led Growth motion also contributed to demand. But the combination of focused demand creation, high-intent demand capture, and a strong product gave the company an engine it could continue fueling as it pursued its growth goals.
As Sam Kuehnle put it: “All the tools are here. The engine's built. Now it's time to add some gas and start to grow the company.”
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All the tools are here. The engine's built. Now it's time to add some gas and start to grow the company.
Sam Kuehnle
Loxo
·
VP of Marketing, Loxo
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