UK Manned Guarding &
Mobile Patrols
A UK security firm was struggling to break into high-value corporate contracts, relying on low-margin ad-hoc work. We implemented a procurement-focused outreach system targeting Facilities Directors at large-scale logistics and corporate sites. The result: £2.5M in weighted pipeline and 18 qualified meetings in 90 days.
The Starting Point
The client was stuck in a cycle of "race to the bottom" pricing. Their existing lead generation relied heavily on inbound enquiries from small businesses needing short-term, ad-hoc security cover—construction sites needing a guard for a week, or empty properties needing temporary patrols. While this kept cash flow moving, the margins were razor-thin, and the administrative burden of managing hundreds of small contracts was stifling growth.
They knew the real money was in long-term corporate contracts—annual agreements for manned guarding at logistics hubs, corporate HQs, and industrial parks. However, they had no way to access the decision-makers who controlled these budgets. They were effectively invisible to the procurement teams and facilities directors at the FTSE 250 level.
Client Profile
A well-established UK security provider specializing in SIA-licensed manned guarding, mobile patrols, and keyholding services. They have a national footprint and the operational capacity to handle large-scale contracts, but their sales capability was reactive rather than proactive. They were excellent at delivering security, but poor at selling it to the boardroom.
What Wasn't Working
Their sales team was spending 80% of their time chasing leads that represented only 20% of their potential revenue. The "low-hanging fruit" of inbound web leads was distracting them from the strategic work required to win enterprise accounts.
Wrong Audience
They were talking to site managers who needed a guard for tomorrow, not procurement directors planning next year's budget.
Commoditized Messaging
Their pitch focused on "SIA licensed guards" and "24/7 availability"—features that every competitor also claimed. There was no differentiation.
No Tender Access
They were missing out on tender opportunities simply because they weren't on the preferred supplier lists of major buying groups.
The Strategy
Procurement-Led Positioning
We shifted the conversation from "guards" to "risk transfer." We built a campaign that spoke the language of procurement: SLA adherence, KPI reporting, and cost-efficiency through technology integration. We positioned the client not just as a supplier of labor, but as a strategic partner in risk management. This immediately elevated them above the "man in a van" competitors.
Targeting the "Big 3" Sectors
We focused exclusively on three high-value sectors: Logistics/Distribution, Corporate Real Estate, and Critical Infrastructure. These sectors have non-negotiable security requirements and large annual budgets. We identified the specific individuals responsible for these contracts—often hidden within complex corporate structures—and targeted them directly.
The "Tender-Ready" Hook
Knowing that large contracts often run on 3-5 year tender cycles, we didn't just ask for a meeting; we asked to be audited. We invited procurement directors to "stress test" our client's capabilities against their current provider. This non-salesy approach disarmed prospects and opened the door for high-level conversations about upcoming tender renewals.
Multi-Touch Persistence
Corporate decision-makers are busy. One email isn't enough. We built a 12-step sequence that combined email, LinkedIn connection requests, and strategic content drops (e.g., "The 2025 Guide to Security Procurement"). This ensured we stayed top-of-mind until the moment they were ready to review their security provision.
The Execution
Phase 1: Data Mining & Enrichment
We built a custom list of 2,000+ high-priority targets, enriching the data with details like "contract renewal dates" (where available) and "current provider" intelligence. This allowed us to personalize outreach based on who they were currently using and when their contract might be up for review.
Phase 2: The "Challenger" Campaign
We launched a campaign that challenged the status quo. Subject lines like "Is your current provider meeting 98% SLA?" cut through the noise. We highlighted common pain points in the industry (e.g., ghost shifts, poor reporting) and demonstrated how our client's technology solved them.
Phase 3: Pipeline Acceleration
Once a prospect engaged, we didn't just leave it to chance. We implemented a "speed-to-lead" protocol where positive replies were flagged instantly to the client's senior sales director. We also provided them with "battle cards" to help them navigate the initial conversation and move quickly to a formal tender invitation.
Project Outcomes
"We've been trying to get into these accounts for years. In 3 months, North Star put us in front of buyers we didn't even know existed. We're now tendering for contracts that will double our turnover."
Systems Deployed
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