⸺ CASE STUDY · NEW CUSTOMER ONBOARDING AND AUTOMATION · JANUARY 2026
Removing a bottleneck to revenue growth by reimagining the new customer onboarding process
A national laboratory contacted Roxie because they had plenty of demand but revenue was stagnant due to a broken new customer onboarding process.
ROXIE'S IMPACT
New customer setup time
BEFORE
10 weeks
AFTER
2 weeks
The situation
50%
attrition of new customers in the first month due to a slow and clunky onboarding process
The lab was preparing to scale, but the onboarding process included a chain of manual work across sales, the lab, the customer portal, billing and shipping. With no defined handoff and no single owner, new accounts were delayed, work was redone, and customers got an inconsistent first experience. Growth made the problem worse, not better: each new account bogged down the onboarding timeline further.
The demand was there. 30+ inbound customer leads each month wanting to sign up.
Our client was losing about half of customers due to the slow process. 5% of annual revenue growth missed due to non-starting customers.
The root problem
It was unclear who did what during the onboarding process due to loosely defined roles across sales, account management, and customer service
Nothing was documented in the CRM or other systems, so information was constantly lost.
New clients were manually set up in the LIMS, portal, billing system, shipping system, and other systems by different people, triggered by emails or phone calls.
Customer, product and pricing data had no single source of truth so information would vary across systems.
Leadership had no visibility and couldn't say how many accounts were in the onboarding process, who was delayed, or which were high priority.
Before Roxie, we were dealing with a lot of blind spots and way too much manual work.
CEO, NATIONAL DIAGNOSTICS LABORATORY
The solution
New sales and onboarding pipelines bolstered by interactive automation
End-to-end ownership established
A redesigned workflow, automated within the CRM that the company already used, that managed the process from first contact to first revenue. We designed a new “onboarding” team whose job it was to successfully onboard new accounts so we had a single owner for the process.
A new onboarding team was created to own the process
How we did it
1
Redesigned the process first. Before touching any software, we mapped sales and onboarding end to end and redefined each step, and who owns it with customer experience as the guide post.
2
Rebuilt the sales pipeline and built an onboarding pipeline within the HubSpot CRM to match the new process.
3
Established automation that moved deals through the pipeline based on triggering events, and initiated both customer and employee communication.
4
Created a new Onboarding team with three initial members that were redeployed from various other commercial teams to avoid incremental expense. We worked with the business to get them access to every system so they could directly perform setup in minutes rather than weeks.
5
Gave leadership visibility by developing a series of sales and onboarding dashboards available in realtime and via automated weekly emails.
6
Tested, trained and implemented. The team ran a full dry run before go-live. We then trained staff and transferred ownership to the client: a named process owner, daily standups during the transition, and a way to bring new hires up to speed. Roxie stepped back to a support role.
The results
75%
reduction in average onboarding time
6 weeks
of wasted time eliminated for each new customer to get started
across the commercial team about roles and responsibilities for onboarding
Clarity
of the successful onboarding of each new customer
Ownership
into the process from a clear onboarding pipeline and executive analytics
Visibility
We ended up cutting our onboarding time by 75%, and the automated workflows boosted our sales team’s productivity and contacts by about 25%. … I’d absolutely recommend Roxie to anyone looking to grow smarter and faster.
CEO, NATIONAL DIAGNOSTICS LABORATORY
The takeaway
Automation is critical to scalability but cannot be done in isolation. Just as important are a clear process, clear ownership, and the right people with a great attitude.