Flashgrowth

Flashgrowth helps Insurtech companies build predictable and scalable sales and marketing engines tailored to the insurance industry.

Founder & CEO

BOLD PENGUIN

- Helped lead successful exit to American Family Insurance.

Vice President of Agency Sales and Account Management 

SafeChain

Vice President of Sales and Marketing 

Smart Harbor

- Helped lead successful exit to Insurance Technologies Corporation (ITC). 
- Smart Harbor was a spinoff of The Shipyard.

Co-Founder & Vice President of Sales

The Shipyard, LLC

The Shipyard is a marketing strategy and data science firm that uses performance metrics to drive its digital media, content development, and creative services disciplines. I led sales for the insurance practice, which developed and managed local demand generation programs and technology for national insurance carriers.

Vice President of Sales

AgentCubed, LLC

Startup company delivering lead management and CRM solutions to the insurance industry.

Director of Sales

SmartFinancial

Co-Founder & Principal Agent

Northwestern Mutual

Life insurance and financial services company, headquartered in Milwaukee, WI.

Financial Representative, Licensed Financial Advisor

Insurtech companies need a predictable and scalable sales and marketing engine to hit growth milestones, meet investor expectations, and deliver consistent ROI. 

Standing in their way is the Growth Gap, a barrier fueled by misalignment, fragmented strategies, and uncertainty.

At Flashgrowth, we help Insurtechs overcome the Growth Gap. We identify barriers, design clear strategies, and execute hands-on to accelerate results. 

Insurance is all we focus on, and we have built a reputation as the go-to partner for Insurtech growth.

When the Growth Gap wins, execution stalls, capital dries up, and growth goals are missed. But when you defeat the Growth Gap, growth becomes measurable, scalable, and aligned. 

You gain confidence, focus, and market leadership.

Move from frustrated and reactive to focused and scaling predictably.

Callan Harrington

Leadle Consulting

At Leadle, we help B2B founders and revenue teams fix one of the most pressing problems: setting up a predictable growth engine.

We build smarter, simpler, and more aligned go-to-market systems, designed around how people actually buy, not how sales teams want to sell.

Over the last few years, we’ve supported 500+ B2B companies at all stages of growth to:

🔹 Generate consistent, qualified pipeline  
🔹 Shorten complex sales cycles by 30% 
🔹 Align their GTM motion with their product, team, and market 
🔹 Hit new profitability benchmarks without adding headcount

Our core solutions: 

🔹Outbound Engine → Appointments on autopilot  
🔹Allbound AI → Custom AI systems to support your GTM  
🔹Revenue OS → A structured RevOps sprint to fix your revenue engine and align your GTM workflows 	  
🔹SDR Hiring →  Hiring and training growth hackers who can tackle complex B2B deals and drive pipeline

Our edge lies in execution. Every system is built for how buyers behave today - not how sales teams operated in 2012.

If you’re a high-agency founder who wants a predictable and built to last revenue engine, book a call with me. [https://www.leadlehq.com/contact]

Founder and CEO

iSolve Technologies Pvt Limited

Areas of Operation-Telecom, Media and Publishing, Banking
In charge of a team of 2 business development executives and 3 customer relationship officers from hiring through to target and KRA allocation, decision on CTC, variable and incentive planning, leadership and motivation, training, performance assessment as well as corrective action where required.
Responsible for leading the development and implementation of sales strategy, all sales training and activities, as well as building a strong sales pipeline through effective relationship building, account management and lead generation. 
New accounts:
•	Continuously engaging with team of BDEs to ensure key business goals are always targeted.
•	Design and delivery of sales training, process training and leadership training as per needs assessment.
•	Supporting the sales team in lead qualification, presentation, proposals, negotiation and closure
•	Identifying and tracking market trends, areas for growth and expansion.
•	Responsible for Sales budgets and sales forecasts.
•	Monitoring the performance of competitors in the market place.
Key Accounts:
•	Manage a portfolio of key accounts in conjunction with team of CROs.
•	Identifying client’s needs, short and long term growth prospects, making business proposals to key customers and being a point of contact for priority customers.
•	Communicating customer requirements to all relevant departments.
•	Tracking key account metrics, monitoring competitor activity.
•	Conducting regular business reviews with key customers, identifying potential areas of growth for customer and engaging in consultative selling.

Results:
•	Increased revenue from 4 crores to 7 crores in one and half years.
•	Established a well-trained sales team.
•	Implemented a sales process keeping in mind all parts of the sales cycle.
•	Awarded for performance in key account development and revenue achievement.

Manager-Business Growth

Ascent Consulting Services Pvt Ltd

•	In-charge of the newly set-upTamil Nadu Sales division
•	Corporate Sales-Sales Strategy Development and Deployment
•	Sales funnel Management and Meeting Annual Sales Targets
•	Sales Training delivery. 
•	Set up of regional sales office in Chennai, Business Development and Brand Building Activities in Tamil Nadu, Development of Business development and Sales team.
•	Customer Relationship Management

Assistant Manager, Marketing and Sales

Synthecon Inc

•	Collated and compiled business news in the field of biotechnology and pharmaceutical research.
•	Worked on Marketing and Advertising campaigns to increase awareness of Synthecon’s technology
•	Sales through internet marketing, tele-marketing and direct marketing, social media engagement using Twitter and Facebook, conversational marketing, direct communication through technology presentations at universities, companies and hospitals (institutional sales)
•	Website content management, writer and editor of all collaterals including quarterly newsletter circulated to universities and pharmaceutical companies, brochures and press releases.
•	Cold calling, lead generation, lead qualification, presentation, generating proposals, negotiation and closure.
•	Meeting annual sales targets

Results:
•	Re-vamped the website, as well as co-ordinated an SEO program, thereby increasing number of hits on the website.
•	Significantly improved awareness of company and technology through consolidated marketing efforts listed above.
•	Achieved 120% of all quarterly sales targets.

Technical Marketing Executive

You’ve built something great.

Now it’s time to scale it - with a go-to-market system that actually fits 2025.

Hi, I’m Harinie, founder of Leadle - a B2B GTM firm that’s helped over 500+ tech companies generate predictable, profitable pipeline without hiring large sales teams.

At Leadle, we specialize in helping lean revenue teams:

→ Build scalable GTM systems from scratch
→ Align sales with how buyers actually buy
→ Automate outbound using AI-powered allbound workflows
→ Shorten complex sales cycles with cleaner strategy and tech
→ Deploy trained SDRs who generate pipeline from Week One

Core Solutions:
🧠 Outbound Engine → Appointments on autopilot
🤖 Allbound AI → Custom AI GTM workflows
🛠️ Revenue OS → Fix your broken revenue engine in weeks, not months
👥 SDR Hiring → Trained, ready-to-execute SDRs with GTM clarity

We’ve helped early-stage startups book 100s of qualified meetings, cut sales cycles by 30%+, and hit up to 20% profitability gains without hiring.

At the core, we believe one thing:

The real reason behind stalled revenue growth isn’t just your pipeline.

It’s the disconnect between how buyers buy and how your systems are set up to sell.

We help you build a system that buyers actually want to engage with. Simple as that.

Not every company is a fit for what we do. And we’ll be the first to tell you that.

But if you’re looking for a GTM partner who blends strategy, execution, and truth-telling—we’d love to talk.  

📅 Book your transformation → [https://www.leadlehq.com/contact]
🔗 Explore more → www.leadlehq.com

Harinie Sekaran

If you have ADD or ADHD, you could channel your unique cognitive capabilities to develop powerful entrepreneurial strengths! 

A 2019 study in the Journal of Attention Disorders found that entrepreneurs are 625% more likely to have ADHD than the general population.

When you think about it, it makes sense.

Elon Musk has spoken about it.
So has Richard Branson.
JetBlue’s David Neeleman literally said his ADHD is what helped him reimagine airline check-ins.

Startups are built for ADHD brains.

No rigid hierarchies.
Need to hyper focus.
High creativity and risk tolerance. 
Fast decisions.
High-stimulus environments.

It’s the perfect playground for people who thrive on chaos, creativity, and momentum.

But here’s the catch - what makes them thrive can also make them stall.

Not from all the task switching, almost all founders need to wear 10 different hats, especially when they are starting out. ADHD brain or not. 

The deeper issue, in my opinion, is the lack of consistency, planning and follow-through, 

And THAT’s where most ADHD founders hit the wall.

Because a startup doesn’t only fail from lack of ideas, it can also fail from lack of execution.

Here's where it gets interesting: The smartest ADHD founders don’t try to “get more disciplined.”

They do something better:

They hire finishers.
They build teams who love the follow-through.
They set up systems that let them stay in flow without dropping the ball.

Instead of trying to “fix” themselves, they build around it. 

Takeaway? The trick is to surround yourself with people who can help you cross the finish line, one idea at a time. 🙂 

Images: open source.

Helping B2B founders & enterprise GTM teams build predictable pipeline without big sales teams | 500+ GTM engines scaled | Founder @ Leadle

The hardest lesson I learned as a Founder-Mom: You will miss some things that matter.

But you don’t have to feel guilty about it. 

For a long time, I felt guilty about so many things:

Traveling for conferences? Missing 20 days of drop-offs and pick-ups. 😭

Back-to-back calls at work? Feeling like an absent mom. 🥺

Early morning calls? Missing the morning rituals. 😱

But here’s what I know now: Parenting is a long game. 

It doesn’t end at kindergarten or at adolescence. You don’t stop being a parent when they get married or even have children of their own. 

You are always a Mother. 

And across those years, you’ll have countless opportunities to connect with your child in so many different ways.

In different seasons. In different roles and at different depths.

And when you zoom out, you realise something important:

Short-term absences don’t define the relationship.

Especially when the time you’re away is spent building something meaningful, for your own growth and for the life you’re shaping for them.

Because being present isn’t just about being physically there. It’s also about what you model:

For your daughter, she learns what it looks like to live with high standards and self-worth. That she can have everything. 

For your son, it shapes what he expects from and how he treats the women in his life.

I think that matters just as much as the daily routines. Maybe more.

And if there’s one thing I’ve learned, it’s this:

You don’t have to be perfect. You need to be real. 

And trust that your kids will see the whole picture as they grow. 

That what you model today shapes the people they become and the lives they choose to build.

Have you ever failed so badly that you thought your life was over?

I have. Not once, but several times. 

Funny thing though; each ending actually led to a new door that opened, and each new door led me to who I am today. 

Here’s what I mean 👇

📍The job I never wanted that became my career

I graduated with a Master’s in Biotechnology and a business certification from Texas A&M - right in the middle of the ‘09 global recession.

No one was hiring. I was the only one in my batch who got a job- a sales job. I couldn’t afford to study longer. So, I took it.

That one decision, made out of necessity, built the foundation of everything I’ve done since.

📍The relationship that everyone said wouldn’t last

When I decided to marry Suraj, there was a lot of resistance. The entire world told me to give up. 

It would’ve been easier to do that.

But that choice, against all odds, changed my life in ways I couldn’t have imagined.

15 years later, I still believe this - when two people with similar values find each other, and grow together at a similar pace, everything else finds its balance. That’s what we’ve built, and I wouldn’t trade it for anything.

📍 The hardest beginning of all: Becoming a mother

When Maya was born at 32 weeks, we spent ten long days in the NICU. It was terrifying.

But that phase changed everything. It brought me closer to my mom - a relationship that had always been a little push and pull (I believe it is for most people until they grow older and become a parent themselves 🙂) and to Suraj.

It taught me what love looks like in quiet actions, not big gestures.

I have always been a giver, but it truly taught me unconditional love. 

📍 The lockdown that became a liftoff

When COVID hit, everything was uncertain. Work-from-home felt like a setback. Markets were grinding to a stand-still. 

But surprisingly, those were the years we grew the fastest. We found our rhythm in the chaos. We adapted fast, thanks to Suraj (there is that partnership, again 🙂) 

And thanks to that phase, here we are, today. 

📍Today’s market. This exact phase.

Appointment setting agencies are a dime a dozen; budgets are shrinking everywhere.

It looks like a roadblock but I genuinely see it as the next build phase for us.

The version of Leadle we’re building now wouldn’t exist without this shift.

Reminds me of this quote: “Success is a poor teacher. We learn the most about ourselves when we fail, so don’t be afraid of failing. Failing is part of the process of success.”

You don’t have to enjoy it.

You just have to survive it long enough to see what it’s trying to make you.

And every time I look back, I realise - 

Almost everything meaningful in my life arrived wrapped as a problem. 🙂

How about you? What’s one roadblock that turned into a massive opportunity?

When we analysed 180 dropped deals across 12 accounts, 41% of “lost” deals had the same patterns! 

Here’s what the patterns revealed:
 
1️⃣ Budget - the objection that isn’t random

When we reviewed dropped deals tagged as “no budget,” something obvious (but invisible at first) emerged:

Budget correlated with revenue bands.

Below a certain revenue threshold, companies never “had budget” for this spend.

Above it, the objection rarely appeared.

Once we tightened the revenue threshold inside the ICP:

→ Prospecting became sharper.
→ We stopped chasing accounts that would never close. 

2️⃣ Timing - not an objection, a context signal

“Not right now” is almost never about your product.

It’s about what’s happening internally:

➡️Mergers
➡️Leadership changes
➡️Budget season
➡️New procurement processes

We learned this the hard way after losing a deal mid-merger because we were speaking to only one side of the new structure.

That one insight reshaped how we qualify, map stakeholders, understand timing and run deals.


3️⃣ Priority - the hardest stall, and the most important

“This is important, but not urgent.”

You can’t force urgency. But you can surface the cost of delay.

Our best-performing reactivation message is a simple one:

“Has something more urgent taken priority? If yes, can we help you keep this moving without adding pressure?”

30% of these messages restart stalled deals.

Not because the objection disappears, but because we  come in with better awareness, and context instead of pressure.

Understanding the consumer’s priorities helps us reframe our offer in the context of their priorities. 

🔥Why this analysis matters:

When you actually study dropped deals, you learn:

→ Who your real ICP is
→ Which revenue bands can actually buy
→ What signals matter most during prospecting
→ Where discovery needs to go deeper
→ How early you need to multi-thread
→ When to apply urgency vs patience
→ Where pricing or messaging needs refinement.

Dropped deals are insights.

And if you follow up and study them properly, they’ll tell you exactly how to sell better, long before your next pipeline review.

People assume great marriages and strong business partnerships run on love and trust.

And they do, but that’s only half the story.

Love brings you together. Trust keeps you steady. But the reason Suraj and I lasted 15 years, a business, and a child?

We systemised our life. We made clarity and communication our love language.

Very early, we realised something unromantic but true:

Love can’t prevent chaos.

You can love someone deeply and still annoy the hell out of each other if you’re unclear on who’s doing what. 😅

Because most friction in a home or a business isn’t emotional. It’s logistical:

➡️Who takes the morning shift?
➡️Who handles bedtime?
➡️Who’s doing meal prep?
➡️Who gets the final say on what?
➡️Who leads which part of the company? 

When you don’t define it, resentment creeps in because both people start assuming the other “should’ve known.”

So we did something simple:

We made our partnership boringly clear.

📍At home:
He runs mornings - wake-up, school prep, the whole drill.
I run evenings - homework, dinner, bedtime, all of it.

📍At work too, we are clear about our bandwidth and responsibilities:

I own Sales & Marketing. He owns Systems & Ops. 

📍 If either of us feels overworked, annoyed or angry  (which happens despite best intentions), we call for a meeting within 24 hours to sort it out. 

We don’t overlap or micromanage. It sounds structured, almost clinical.
	
But it’s the reason we still enjoy working together, living together, and raising a child together.

15 years in, here’s the one thing I know for sure:
 
Clarity protects a relationship more than romance ever will.

It makes space for kindness. For patience.

For the version of love that lasts, not just the version that feels good.

📍TL;DR : When expectations are clear, you stop wasting energy on frustration.

You can finally put it back into each other and into the life you’re building.

Would you agree?

5 GTM trends that will dominate 2026 ✅

2026 is going to look different for GTM. Here’s what we’re seeing, and how teams can stay ahead.

5 GTM Trends That Will Dominate 2026

Irony of modern CX automation:

Most systems meant to reduce work end up creating more of it.

Every team starts with good intent - centralize data, track tickets, send updates.

But soon, everyone’s buried in dashboards, reports, and reminders about reminders.

CRMs were supposed to help and now they’ve become the new admin.

Problem? If your CX system needs constant attention, it’s not helping your customers, it’s distracting your team.

The best systems are invisible layers working quietly in the background, closing loops before they open.

Here’s what that looks like:

✅ Every onboarding flow automatically ends with a scheduled review call.
No one forgets. No one has to remember.

✅ Quarterly check-ins trigger on their own.
Even if your calendar’s full, the system books it, reminds you, and keeps cadence consistent.

✅ Every customer conversation is logged.
Patterns show up early. Issues surface before they escalate.

✅ Renewal alerts fire weeks before the contract date.
You don’t scramble at the last minute - you re-engage while there’s still time to add value.

✅ Customer health scores update automatically.
So you know which accounts need attention before they turn into churn.

It clears the noise so your team can focus on the moments that need a human. 

And that’s the point.

The best CX systems don’t demand attention, they give it back to your people.

Do you agree? DM if you want to see how it works.

The average B2B buying group now includes 6.8 decision-makers. 

In every deal we’ve seen across SaaS, there are 3–5 people who influence the sale, even if only one shows up on the first call.

If you don’t map them early, you don’t have a real opportunity.

Here’s the 10-minute workflow we use on every GTM build:

1️⃣ Start with Clay → Identify the buying titles

Clay scrapes the company and surfaces the 3–4 roles that always appear in your deals.

For GTM tools, it’s usually:

➡️CEO / Founder
➡️VP Sales / CRO
➡️Head of RevOps
➡️Sales Manager or AE

For product or ops tools, the roles differ, but the logic stays the same.

Rule: If a role has touched the last 10 wins, it belongs on the list.

This step alone kills 80% of guessing.

2️⃣ Pull contact-level data → Seniority, function, responsibilities

Use enrichment to quickly answer three questions:

➡️Who owns the budget?
➡️Who owns the workflow?
➡️Who owns the outcome?

If these three aren’t in your outreach, the deal is already fragile.

3️⃣ Build micro-personalized messaging per role

Teams overcomplicate this. You don’t need 100 messages, you need 4 versions of the same insight, tailored to 4 lenses:

Example:
If you sell a sales workflow automation tool:

CRO → “Here’s how sales teams can prevent pipeline leak and increase pipeline velocity- automatically.”
RevOps → “Here’s how to eliminate manual updates and sync errors.”
Sales Manager → “Here’s how reps save 4–6 hours a week on admin.”
CEO → “Here’s how this increases pipeline and revenue without extra head-count”

Same product. Four entry points.

4️⃣ Sequence it cleanly across channels

Our standard setup:

Email via Instantly / Smartlead
LinkedIn via HeyReach
Auto-handling replies through Clay rules
Routing positives into Pipedrive instantly

You need consistency across 3–4 stakeholders.

Instead of guessing who matters, we: map the real players → tailor the message → sequence the touchpoints → watch what works → adjust as we go.

It’s just about seeing the full picture so deals don’t get stuck.

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