B2B Banking
Sales System Build
Bank Pivdenny
B2B Sales & CRM Transformation Case Study
When Relationship Banking Is Not Enough Anymore
Before working with Megascopic, Bank Pivdenny relied heavily on long-term relationships and offline networking to grow its corporate portfolio. The team around Yurii Popovskyi managed dozens of products. from guarantees and trade finance to overdrafts and cash-management. but there was no unified view of opportunities across segments. Each relationship manager kept their own spreadsheets, email threads and notes. which meant leadership could not clearly see what was in the pipeline, where deals were stuck or how marketing campaigns translated into real revenue.
The ambition was to become the first-choice bank for exporters and mid-sized businesses in Ukraine, while also working with international clients. To get there, Pivdenny needed more than just good bankers. they needed a system that would standardise how opportunities were captured, qualified and advanced, and a way to consistently generate new conversations with the right companies instead of waiting for walk-ins and referrals.
Diagnosing the Corporate Sales Backbone
Together with Yurii, Megascopic ran a short but intense audit of the existing sales motion. We mapped how a typical deal moved from first contact to signed agreement for products like guarantees under tenders, revolving credit lines and documentary operations. This revealed three core issues. there was no single pipeline structure for corporate deals, no clear ownership of follow-ups between departments (sales, product, risk) and no repeatable process for turning inbound interest into multi-product relationships. Many large opportunities disappeared in handover between teams, and it was almost impossible to produce a reliable forecast by product or segment.
Designing a Bank-Grade Sales System in CRM
Megascopic helped the team design a new corporate pipeline in a modern CRM, tailored to banking reality. Stages were defined for initial discovery, KYC & financial analysis, product solution design, credit committee preparation and final signing, each with strict entry and exit criteria. Together with Yurii we created unified contact and account structures, linking legal entities, groups and decision makers. Standard playbooks were written for guarantees, trade finance and lending. including discovery questions, qualification rules and required documents at each stage. The CRM was integrated with the bank’s internal systems so that relationship managers could see both current exposure and cross-sell potential directly in their pipeline.
From Invisible Opportunities to a Measurable Pipeline
Within the first three months the corporate team migrated active deals into the new pipeline and started logging all new opportunities exclusively through the CRM. Yurii led weekly pipeline reviews using the new structure, focusing on movement between stages and clear next steps instead of generic status updates. At the same time Megascopic helped launch a LinkedIn-based lead generation program targeting exporters, logistic companies and large retailers. Andrew built outreach sequences, messaging and simple landing pages, while Yurii and the product team refined offers for guarantees and trade finance based on feedback from calls.
This combination of structured CRM and targeted outreach quickly paid off. Over nine months Pivdenny created more than $25M in new, qualified corporate pipeline across key products, with a 30% increase in average deal size. Time from first contact to credit committee submission fell by 25% because relationship managers now knew exactly which information to collect and when. Cross-sell improved as the team could clearly see which existing clients were strong candidates for additional guarantees, FX products or short-term funding.
Strengthening Collaboration Between Sales, Risk and Product
One of the biggest wins was improved collaboration inside the bank. With the new system, risk officers and product managers received structured deal summaries instead of long email threads. Templates inside the CRM ensured that every opportunity contained the same core data. financials, collateral, trade flows, requested limits and expected margins. This reduced back-and-forth, shortened decision times and made credit committees more focused. For marketing, the LinkedIn campaigns and outreach data finally showed which ICPs responded best to offers like balancing guarantees or non-covered bid guarantees, allowing Yurii’s team to invest budget into the most responsive segments.
What Other Banks Can Take From This
The Pivdenny project showed that even in a highly regulated environment, banks can build a modern, predictable B2B sales engine without replacing all their core systems. By combining a bank-specific CRM pipeline, simple but disciplined playbooks and targeted LinkedIn lead generation, Megascopic helped Yurii Popovskyi’s team move from relationship-only sales to a transparent, data-driven model. Other banks can follow the same path. start with a clear view of opportunities, standardise handovers between departments and then layer new business development on top, instead of trying to fix everything with yet another product campaign.
