Sequence 2: Scaling Brands – Founder / CXO

Strategic, revenue-impact framing. Connects shipping directly to CAC recovery, LTV, and working capital. Sender: CXO (emails). SDR on behalf of CXO (calls). LinkedIn: Lemlist-automated.

Cadence:  Day 1 – Email 1  →  Day 2 – LI: Connection Request  →  Day 3 – Email 2  →  Day 4 – LI: Profile Visit  →  Day 5 – Call 1  →  Day 7 – LI: Message 1  →  Day 8 – Email 3  →  Day 10 – LI: Message 2  →  Day 11 – WhatsApp  →  Day 13 – LI: Message 3  →  Day 14 – Call 2  →  Day 15 – LI: Message 4  →  Day 17 – Email 4 (Close Loop)

Day 1 – Email 1

Subject: Shipping is quietly becoming a CAC problem for scaling brands

Hi {{First Name}},

| {{icebreaker}}

[ Research-fill per brand: reference a recent launch, campaign, funding round, or LinkedIn post ]

You're spending to acquire customers. Shipping determines whether that spend generates LTV — or gets wasted on a first impression that never converts to a second order.

At {{brand}}'s scale, here's what typically happens without proactive shipping control:

• First-time buyers who had a poor delivery experience rarely return — your CAC is unrecoverable
• RTO ties up working capital that should be funding growth and inventory
• COD failures in non-metros silently limit your addressable market
• Shipping escalations pull founder bandwidth away from growth priorities

Most founders realise this 6–12 months after it starts compounding. By then, the cost is already baked in.

Is delivery performance something you're watching closely right now at {{brand}}?

{{YourName}}

Day 2 – LinkedIn: Connection Request  [Lemlist Automated]

Automated via Lemlist. Short, no pitch.

Hi {{First Name}}, came across {{brand}} — impressive growth. Would love to connect.