Home/Industries
Boards we play on.
Every industry plays differently: the buyer, the cycle, the proof it demands and the channel it answers. We map each one as its own board, and we have opened most of them for clients on three continents.
Boards
Six, plus the sectors behind them.Buyers
Mapped per committee, not per title.Plays
Adapted to the market, never templated.Where we play.
IT Services
Long cycles, wide committees and a CIO who has seen every pitch. We open the conversation at the stage the buyer is actually at.
The board →
IT Products
Crowded categories and technical buyers who check everything. Research that proves you did the reading, and outreach that respects it.
The board →
B2B Platforms
Two customers, supply and demand, with buying committees across operations, finance and IT. Sequencing is the whole game.
The board →
B2C Platforms
Partnerships at scale with growth teams that move fast and are measured every quarter. Offers specific to their number, or nothing.
The board →
Business Services
Trust-led buying, where who introduces you matters most. Reference paths, hosted tables and people in the room.
The board →
More Sectors
Financial services, insurance, healthcare, real estate, travel, aviation, consulting and manufacturing: regulated and relationship-led markets, each mapped as its own board.
The board →What changes from board to board.
The engagement model is the same everywhere. Four things are decided per industry, and they decide everything downstream.
Who actually decides
A title that signs in one sector ratifies in another. We map the committee by ownership of the problem, and the map is different on every board.
How long it honestly takes
A platform partnership can close in a quarter; a regulated enterprise purchase takes a year. The programme is paced to the cycle, not to the dashboard.
What the buyer needs to see first
Certifications, comparable customers, a second opinion on their plan, a specific observation about their situation. The first message leads with the proof the board demands.
Where they will actually answer
Email and phone almost everywhere; social for some buyers and blocked for others; events and references decisive in trust-led and regulated sectors.
Every industry plays differently. The opening is always the same: someone has to make the first move.Headquartered in New York · at work in every timezone
Three openings that work on most boards.
The adjacent problem
A smaller engagement on something the committee has not yet scoped, which earns the right to be in the room when the larger decision is made. Works wherever the main purchase is already shortlisted.
The second opinion
An offer to review the plan the buyer already has. Committees are nervous and a free sanity check is cheap; buyers accept it more often than vendors expect, and it puts you on the inside of the decision.
The reference path
Mapping the network around the committee, the advisers, auditors, peers and partners the buyer trusts, and opening through them. Slower, and in trust-led markets the only route that reliably works.
Field notes by industry.
What a qualified meeting actually means
Most pipeline programmes promise qualified meetings and never define the word. Here is the four-part test we work to, what it rules out, and why it has to be agreed before the first message goes out.
Read the piece →
The first ninety days in a new market
A new country, a new vertical or a new line of business: the opening quarter follows the same pattern. What to decide, what to build, when to start the conversations and when to judge them.
Read the piece →
An account list is a point of view
A list of target companies is treated as data. It is actually a strategy: every record encodes a decision somebody made about who matters. Three questions to ask of any list before you work it.
Read the piece →Your move.
Tell us the market you want opened and what is in the way. A senior member of the team will come back to you with a point of view on the first three moves.