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Creating £9 million in opportunity through intelligent ABM for SilverCloud.

SilverCloud by Amwell is a leading digital mental health platform, delivering evidence-based mental health and wellbeing programmes to health systems, health plans, employers and higher education institutions worldwide. 

Its proposition is powerful: helping organisations provide clinically proven mental health support to more people, wherever they need it. 

But enterprise decisions involve multiple stakeholders, long buying cycles and different clinical, operational, commercial and technical priorities. 

Cremarc’s role was to create an account-based marketing programme that could reach the right organisations, earn the attention of their buying committees and identify when engagement was developing into genuine commercial intent. 

Enterprise growth is an account challenge

SilverCloud was not selling a simple product to a single decision-maker. 

Every target organisation contained a wider buying committee. Senior leaders needed to understand the strategic and commercial value. Clinical stakeholders required confidence in the evidence and patient outcomes. Operational teams needed to see how SilverCloud could be delivered at scale, while technology and security teams had their own implementation and governance requirements. 

These stakeholders entered the journey at different times, consumed different content and progressed at different speeds. 

Traditional lead generation could not provide the complete picture. One person downloading a report did not mean the organisation was ready to buy. Equally, several people quietly engaging with relevant content could represent a significant opportunity, even if nobody had completed a demo form. 

The programme therefore needed to look beyond individual leads. It had to create recognition across priority organisations, engage the wider buying committee and identify when combined behaviour indicated meaningful account intent. 

Starting with the accounts that mattered

Our approach began with account selection and prioritisation. 

Rather than treating the total addressable market as one broad audience, we worked with SilverCloud to identify the organisations with the strongest fit and commercial potential. 

We then structured the programme around three levels of ABM: 

  • 1:Many activity built awareness across a broader group of relevant target accounts. 
  • 1:Few activity addressed clusters of organisations with shared characteristics and challenges. 
  • 1:One activity supported the most strategically important opportunities with deeper insight and tailored engagement. 

This matched investment to opportunity. Every account did not need highly personalised content from day one. Broader activity revealed where interest existed; increasing engagement moved accounts into more focused activity. 

ABM became a system for concentrating budget, creative and sales attention around the accounts most likely to become customers. 

Unignorable creative was the differentiator

Precise targeting does not guarantee attention. 

SilverCloud operates in a market where providers use similar language. Claims around accessibility, clinical evidence, scalability and effectiveness can quickly become indistinguishable. 

Reaching the right person with forgettable creative is still forgettable. 

Creative was therefore not treated as the final layer added after the strategy. It was fundamental to the performance of the programme. 

We developed campaign ideas around the real pressures facing SilverCloud’s target organisations. The creative made complex challenges easier to understand and connected them to outcomes that mattered clinically, operationally and commercially. 

It needed to: 

  • Interrupt familiar patterns and earn attention 
  • Make SilverCloud’s proposition immediately relevant 
  • Translate a complex platform into clear organisational value 
  • Address different buying-committee priorities 
  • Remain recognisably SilverCloud across every interaction 

Strong ABM creative balances relevance with distinctiveness. Too generic and it disappears into the category; overly personalised and it loses the consistent idea that makes the brand memorable. 

We created a coherent campaign platform while adapting the message, evidence and route into the story for different audiences. 

Clinical stakeholders could engage through evidence and outcomes. Senior leaders could understand the strategic and financial case. Operational teams could explore delivery at scale. Technology stakeholders could access the information required to build confidence in implementation. 

Each audience had a relevant reason to engage, but every interaction reinforced the same SilverCloud proposition. The creative did more than generate clicks. It gave individuals the evidence and language they needed to build support for SilverCloud inside their organisations. 

Creating demand before accounts entered the market

Only a small proportion of a B2B market is actively looking to buy at any given moment. 

If SilverCloud focused exclusively on accounts showing immediate purchase intent, it would enter the conversation late, alongside every competitor pursuing the same visible demand. 

The campaign was designed to build mental availability before a formal buying process began. 

Target accounts were introduced to SilverCloud’s expertise, evidence and perspective around digital mental health. Campaign activity helped stakeholders understand the challenge, consider what effective support should look like and recognise SilverCloud’s role in delivering it. 

Enterprise journeys rarely begin with a demo request. They begin with internal discussions, emerging priorities and individuals researching possible approaches. 

By creating sustained visibility, SilverCloud could become familiar before procurement or vendor evaluation started. When an organisation entered the market, it was already associated with the problem that organisation needed to solve. 

 

Turning HubSpot into an Intent Intelligence platform

The programme created hundreds of behavioural signals, but those signals had limited value when viewed separately. 

A website visit, content view, email interaction or advertising response may mean very little in isolation. When several relevant stakeholders from the same account engage repeatedly, across different subjects and stages of the journey, the pattern becomes much more significant. 

HubSpot allowed us to connect those interactions and turn them into Intent Intelligence. 

We organised engagement around target accounts rather than unrelated leads. This revealed which organisations were engaging, who was active and what appeared to matter. 

Our Intent Intelligence model considered: 

  • Account fit and commercial potential 
  • Frequency and recency of engagement 
  • Content consumption and topic interest 
  • High-value website actions 
  • Engagement from multiple stakeholders 
  • Increasing activity over time 
  • Movement through the content journey 

One interaction created a signal. Connected interactions across a buying committee created intelligence.

 

Measuring account progression, not vanity metrics

Traditional lead scoring focuses on the activity of one individual. That is not enough for enterprise ABM. 

One highly engaged person may have limited influence over the final decision. Several moderately engaged stakeholders within the same organisation can be a far stronger commercial signal. 

We used HubSpot to assess activity at both contact and account level. This helped SilverCloud distinguish between an organisation that had simply seen the campaign and one beginning to demonstrate meaningful buying behaviour. 

It also created a clear basis for account progression. As intent increased, accounts could move from 1:Many activity into more focused 1:Few or 1:One engagement. SilverCloud could respond with more relevant content, increased creative investment and closer sales involvement. 

Reporting focused on the questions that mattered commercially: 

  • Which target accounts were we reaching? 
  • Was engagement increasing? 
  • Was activity spreading across the buying committee? 
  • Which messages and subjects were attracting attention? 
  • Which accounts were demonstrating meaningful intent? 
  • Where was marketing contributing to opportunity creation? 

Reporting became an active decision-making tool, not simply a retrospective summary of campaign performance. 

Giving sales the complete account picture

Intent data only becomes valuable when it improves what happens next. 

HubSpot made emerging account activity visible and actionable for SilverCloud’s marketing and sales teams. Instead of passing sales an isolated lead with limited context, the programme provided a clearer account picture. 

Sales could see who had engaged, which subjects had attracted attention, how recently they had interacted and whether activity was isolated or spreading across the buying committee. 

This helped teams prioritise outreach and enter conversations with a stronger understanding of the account. 

Marketing could use the same intelligence to determine the next action. That might mean continuing broader nurture activity, introducing more focused creative, serving content around a specific challenge or progressing an account into a more intensive programme. 

Creative gave target accounts a reason to engage. HubSpot allowed us to interpret that engagement. Intent Intelligence informed what happened next. 

£9 million in opportunity value over 12 months

Across the 12-month programme, SilverCloud’s ABM activity generated £9 million in opportunity value. 

That result did not come from targeting alone. It came from combining disciplined account selection with distinctive creative, buying-committee engagement and a HubSpot infrastructure that transformed behaviour into Intent Intelligence. 

The programme gave SilverCloud a repeatable way to: 

  • Build awareness within strategically important organisations 
  • Earn attention in a competitive category 
  • Engage multiple members of the buying committee 
  • Identify meaningful account intent earlier 
  • Progress accounts into more focused activity 
  • Give sales better context for commercial conversations 
  • Connect marketing investment directly to pipeline 

The £9 million opportunity figure demonstrated the commercial impact. The wider achievement was creating a connected ABM system in which creativity, technology and human judgement worked together.

This was not personalised advertising to a list of companies. It was an intelligent, commercially accountable ABM programme that made enterprise demand visible, measurable and actionable.