BUILDERS

Front Lines Media
  • 5.0(6개의 평가)
  • 기업 운영
  • 격주 업데이트

Welcome to BUILDERS — the show about how founders get new technology adopted. Each episode features a founder on the front lines of bringing new tech to market, sharing how they broke into their industry, earned early believers, built credibility, and unlocked real technology adoption. BUILDERS is part of a network of 20 industry-specific shows with a library of 1,200+ founder interviews conducted over the past three years. For the full network, visit FrontLines.io. Brought to you by:  www.FrontLines.io/FounderLedGrowth — Founder-led Growth as a Service. Launch your own podcast that drives thought leadership, demand, and most importantly, revenue.

  1. How Avantos positioned against CRM by calling itself an operating system for client management — and why buyers got it immediately | Bassam Chaptini

    2일 전

    How Avantos positioned against CRM by calling itself an operating system for client management — and why buyers got it immediately | Bassam Chaptini

    ⁠Avantos AI⁠ is replacing the fragmented patchwork of CRMs, task managers, and paper-based workflows that financial services firms have relied on for decades with a single operating system for client management. Built on a knowledge graph and AI-native from the ground up, Avantos models the full complexity of financial relationships — client data, the service team, and the products clients hold — as a unified, contextual graph rather than disconnected tables. In a recent episode of BUILDERS, we sat down with ⁠Bassam Chaptini⁠, Co-Founder & CEO of Avantos AI, to hear how he and co-founder Rabih leveraged 20 years of financial services experience to identify a massive white space, validated it in stealth with a design partner before officially founding the company in September 2024, and are now expanding from wealth management into insurance, banking, and capital markets with anchor logos including Mercer Advisors, Guardian Life, Vanguard, and SEI. Topics Discussed: Why wealth management became the beachhead — and how Mercer Advisors resolved the market selection question The knowledge graph architecture decision: why relational tables broke down and what unlocked multi-entity data modeling Why CRMs, task managers, and portfolio systems all fail at the same thing — and what "swivel chair" actually costs How Avantos used Series A design partners at Guardian Life, Vanguard, and SEI to de-risk expansion into adjacent verticals The category naming problem: why "CRM" is a hijacked term and what it takes to position as an operating system Branding into a conservative enterprise buyer: the deliberate calibration between tech credibility and institutional trust Why enterprise GTM at the foundational layer doesn't require marketing — and when that changes GTM Lessons For B2B Founders:  Let the buyer who shows up first tell you which market to enter. Bassam and his co-founder had wealth management, insurance, capital markets, and banking all on the table simultaneously. What broke the tie wasn't analysis — it was Mercer Advisors arriving with a clear mandate. The president of Mercer came in saying what they had in place didn't work and wanted to co-build something new. Avantos partnered with them in stealth to validate the platform before officially founding the company. When a specific buyer shows up with that level of urgency and is willing to build with you, that's a stronger signal than any market sizing exercise. The analysis can follow. Relational tables will eventually break your data model — know when to reach for a graph. When Avantos first tried to represent the three-way relationship between clients, the service team, and the products clients hold, they started with traditional relational tables. Bassam is direct about what happened: it got out of control quickly regardless of how you structure it, which is why firms revert to paper. The knowledge graph solved it because it can represent arbitrarily complex relationships between data entities without the model collapsing — and as a side effect, it turned out to be natively well-suited for AI agents, which require rich contextual data to operate effectively. For founders building in any domain with deeply interconnected entities, this is a meaningful architectural lesson about where relational models fail. //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM⁠

    20분
  2. How Nominal combined go-to-market engineering and CFO dinners to build a pipeline motion that converts | Guy Leibovitz

    2일 전

    How Nominal combined go-to-market engineering and CFO dinners to build a pipeline motion that converts | Guy Leibovitz

    Most AI finance startups are chasing the same crowded ground — invoice processing, AP automation, SMB-friendly dashboards. Nominal is doing something different. Guy Leibovitz, a three-time founder with two exits, is building AI agents that replace the full manual workload of controllers and accountants — and he's selling it into mid-market and enterprise companies that nobody else is seriously going after. In this episode of BUILDERS, Guy gets into the hard pivots: walking away from a startup ICP mid-cycle, breaking up with customers that didn't fit (and feeling it in the revenue), and building a GTM motion that actually works at the enterprise level — not through brand spend or conference booths, but through a compounding combination of AI-powered outbound, go-to-market engineering, and field marketing that puts the right CFOs in the same room and lets the product sell itself. Topics Discussed: Why Nominal started targeting startups — and the single customer conversation that changed everything Competing on the labor budget, not the software budget — and why that reframe changes everything about the deal What it cost Nominal in real revenue to fire customers outside their ICP — and why Guy says it was the right call How Nominal built the Nobu Series: intimate CFO dinners in high-end sushi restaurants worldwide that generate pipeline without a single pitch The GTM engineering + field marketing combo that Guy calls "unstoppable" — and how they actually built it What a go-to-market engineer actually looks like at Nominal, and which backgrounds have performed How Nominal tracks ROI on every event and marketing activity — and what got cut Navigating the "AI will eliminate your team" conversation directly with CFOs The single priority Nominal is locked into for 2026 GTM Lessons For B2B Founders: Fire customers who don't fit your ICP — even when it hurts the quarter: Nominal made the deliberate call to walk away from customers that didn't fit their mid-market and enterprise ICP. Guy is explicit: it cost them hundreds of thousands in ARR at seed stage, and it hurt. But carrying the wrong customers slows everything — product focus, team energy, positioning. They raised their Series A with traction that actually reflected the market they were going after. If the customer can be better served elsewhere, let them go. Your real competition might not be software at all: Nominal's primary competitor isn't another SaaS tool — it's humans running Excel and offshore BPO teams in the Philippines and India doing the work instead. That reframe completely changes the sales motion: you're not on the software budget, you're on the labor budget. That's a different buyer, a different ROI conversation, and a different reason to act. The ICP pivot rarely announces itself — follow the thread anyway: Nominal's enterprise pivot didn't come from a market map or a board deck. It came from a casual conversation at an event where a friend in energy said "we really need what you're doing." Guy called everyone he knew, followed the chain, and landed his first enterprise customer — Green Street Power Partners — through a founder's neighbor who happened to be their CFO. That customer is still with them two and a half years later. The signal came before the data. Act on it. //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

    21분
  3. How Renterra built an outbound cold calling engine | Andy Feis

    2일 전

    How Renterra built an outbound cold calling engine | Andy Feis

    Heavy equipment rental is a $100 billion market — and until recently, it ran almost entirely on pen and paper or legacy software built 30 to 40 years ago. In a recent episode of BUILDERS, we sat down with ⁠Andy Feis⁠, Co-Founder & CEO of ⁠Renterra⁠, to learn how five years of management consulting across manufacturing, mining, logistics, and construction led him to one of the most overlooked software opportunities in the country: modernizing the roughly 15,000 independent equipment rental companies that supply the majority of construction equipment in the U.S. Topics Discussed: Why 60% of construction equipment is now rented — up from 20% a decade ago — and the COVID supply chains, rate environment, and equipment specialization trends driving that structural shift Why the assumed barrier to selling technology into this market turned out to be a myth How Renterra built its go-to-market around high-volume direct phone outbound, with Andy personally making 10,000+ cold calls before handing it off The free, white-glove implementation model Renterra uses to drive product usage and long-term retention The sequencing from founder-led sales to first hires to scalable systems — and why it took 12–18 months to get right How word-of-mouth has become a meaningful inbound channel without any deliberate marketing investment Where AI fits into Renterra's product roadmap as it builds toward becoming the full technology layer for rental companies GTM Lessons For B2B Founders: Underserved is not the same as resistant: Andy's biggest pre-launch assumption was that a blue-collar, industrial buyer base would push back on adopting software. It turned out to be wrong. "Nine times out of ten when we explain what we're trying to do or show them the product, it's like thank God, we've been waiting for this." The real dynamic in this market wasn't resistance — it was absence. No capital had flowed in to build the right product, so buyers were excited the moment something credible appeared. Founders entering legacy or overlooked verticals should stress-test whether the assumed adoption barrier is real or whether it's a story the market tells itself because no one has tried yet. Post-close usage is the metric that actually matters: Renterra's number one success metric after closing a deal is product usage. That single north star drives everything about how they handle implementation — free of charge, fully white-glove, unlimited training, unlimited support, with the explicit goal of getting customers live and seeing value as quickly as possible. Andy's logic: "Once we have a customer up and running, using the system well, we have them for a very long time." The free implementation is expensive, but it's deliberately framed as an LTV bet, not a cost center. Founders who charge for implementation or treat it as a hand-off risk optimizing the wrong variable — closed deals look like revenue until churn reveals they weren't. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM⁠

    21분
  4. How Rembrand repositioned away from "product placement" to unlock a completely different media buyer and budget | Omar Tawakol

    2일 전

    How Rembrand repositioned away from "product placement" to unlock a completely different media buyer and budget | Omar Tawakol

    Rembrand⁠ is building a new media category called in-content advertising — using AI to insert brand products seamlessly into existing video content, from social creator clips to premium TV shows and films, in a way viewers can't detect. The founding insight is blunt: ad industry executives were going home and paying to avoid their own product. In a recent episode of BUILDERS, we sat down with ⁠Omar Tawakol⁠, a serial founder who previously built and sold multiple companies including BlueKai, to hear how he's applying three decades of experience in digital advertising to one of the category's hardest unsolved problems — and what it cost him to learn the difference between a great sales team and actual product-market fit. Topics Discussed: The consumer behavior signal that made building Rembrand obvious — and urgent Why in-content advertising is a fundamentally different category from product placement, and why that distinction determines which buyer you reach The technical problem with inserting brands into high-quality video at scale that existing AI models weren't built to solve Why $1M+ in multi-country, multi-year renewals still wasn't product-market fit How Rembrand shifted from building proprietary AI infrastructure to a data moat strategy on fine-tuned open source models The category creation trap: why chasing the bespoke, high-customization deal nearly killed scalability What balanced team composition actually looks like when you're building in a fast-moving category GTM Lessons For B2B Founders: Category naming is a buyer routing decision, not a branding exercise: Omar spent years calling Rembrand "virtual product placement" before realizing the label was sending him to the wrong room. Product placement is a bespoke, negotiated, content-owner-driven transaction — no standardization on supply, demand, measurement, or purchase mechanics. In-content advertising plugs into existing media buying infrastructure: video budgets, Nielsen/Kantar measurement, programmatic pipelines. The name change wasn't semantic — it changed who picked up the phone and which budget got unlocked. Founders building new categories should define the name by where it routes the buyer's mental model, not by what the technology does. Repeat revenue can mask a founder-dependent business: Rembrand had multi-country repeat purchases across multiple campaigns, over $1M, every signal pointing to product-market fit. Omar concluded he was wrong. The reason: experienced founders get relationship-based allowance from early clients that first-time founders don't. Customers were buying Omar and his co-founders, not a repeatable product motion. True fit, in his definition, means buyers have a named budget line item, clear measurement criteria, and a plan to allocate spend to that line item annually — without Rembrand in the room to shepherd the deal. The pressure test isn't renewal rate. It's whether the deal happens when you're not there. //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM⁠

    26분
  5. How Extend built a four-pillar marketing org mapped to four distinct B2B2B growth motions | Guillaume Bouvard

    3일 전

    How Extend built a four-pillar marketing org mapped to four distinct B2B2B growth motions | Guillaume Bouvard

    Extend's model is built on a specific bet: that banks want to offer their SMB clients a better expense management product but won't build it themselves. Extend builds that product and sells it to the bank, who then distributes it to their business customers as their own offering. In a recent episode of BUILDERS, we sat down with ⁠Guillaume Bouvard⁠, Co-Founder, COO & CMO of Extend, to hear how 12 years at American Express became Extend's most underrated distribution asset, why he structures his entire marketing org around growth motions rather than functions, and what he's learned about the only marketing investment that actually moves the needle in a B2B2B fintech model. Topics Discussed: How Extend's Amex alumni network became its primary bank acquisition channel in the early years The B2B2B distribution model: why Extend sells to banks and lets them distribute to SMB clients How Guillaume maps Extend's four marketing pillars directly to four distinct growth motions Why partner activation is Extend's highest-leverage marketing investment right now — and where past attempts failed Why distributed bank sales forces make traditional field enablement structurally unworkable What a first-time CMO should do before launching a single campaign How founders should hire a marketing leader: the case against job postings GTM Lessons For B2B Founders: Convert your operator network into a structured distribution channel before building any outbound motion. When Extend launched, Guillaume didn't build a prospecting sequence to reach bank executives. He called people he'd worked alongside at Amex who had since moved into product and executive roles across the financial services industry. That network was the direct result of his time in Amex's strategic planning group — a small team that worked directly with the CEO and the full executive suite, giving him exposure to senior relationships across the industry well before he needed them. The lesson isn't "use your network." It's more specific: founders with deep operator backgrounds at market-defining companies are sitting on a distribution asset that compounds over time as those colleagues move into decision-making roles at prospects. Map that network before you build anything else. Structure your marketing org around your actual growth motions, not around standard marketing functions. Guillaume runs four parallel growth motions at Extend: selling directly to banks, acquiring SMB customers through those bank partners, acquiring a smaller volume of SMB customers directly, and retaining and growing the existing customer base. Every marketing pillar and every team member maps to one of those four motions. The insight for B2B founders is that most early marketing orgs are built around what marketing departments are supposed to look like — brand, demand gen, content — rather than around how revenue actually enters and expands in the specific business. Before making a single marketing hire, map your growth motions first, then design the org to serve them. //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

    25분
  6. Why IO River hired a VP of sales one month after founding | Edward Tsinovoi

    3일 전

    Why IO River hired a VP of sales one month after founding | Edward Tsinovoi

    Akamai once made the decision to freeze its entire network for a full year. No changes. No deployments. No innovation. The cost of another major outage — like the ones that had already knocked critical services offline — was simply too high to justify any forward movement. ⁠Edward Tsinovoi⁠ was inside that decision. And what it revealed to him wasn't just an operational problem at Akamai. It was a structural failure baked into the entire Edge CDN industry: every company, from mid-market to enterprise, was running its traffic through a single edge provider, and that single point of dependency made the whole architecture too fragile to evolve. Edward left Akamai with his co-founder and started ⁠IO River⁠ to solve it. The thesis: give companies an easy button for multi-edge infrastructure — the same strategy that Amazon, eBay, PayPal, and LinkedIn had built for themselves through years of expensive internal engineering — without requiring every company to build it from scratch. In this episode of BUILDERS, Edward shares what it actually looks like to bring a disruptive product into one of the most conservative, risk-averse infrastructure markets in tech — and what he's learned about GTM, messaging, and market sequencing as a first-time founder with 25 years of engineering background and zero sales experience. Topics Discussed: The internal Akamai decision that revealed the CDN industry's structural paralysis — and led directly to IO River's founding Why Amazon, eBay, PayPal, and LinkedIn all built multi-edge strategies internally — and why that capability has been inaccessible to everyone else The case for hiring a VP of Sales one month in, against conventional wisdom on founder-led sales How to navigate messaging in a market that wants reliability and predictability above all else The specific parenthetical positioning tactic IO River used to bridge a new term to a legacy one Why IO River launched in Europe before the US, and what they treated Europe as: a controlled environment to prove the sales motion before crossing to the largest market The structural reasons European GTM requires a channel-first approach while US GTM rewards direct selling // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM⁠

    17분
  7. How Vinci4D captured existing budget line items instead of creating new demand from scratch | Hardik Kabaria

    4일 전

    How Vinci4D captured existing budget line items instead of creating new demand from scratch | Hardik Kabaria

    Vinci4D is building the foundation model for the physical world — starting with heat transfer in semiconductor and electronics engineering. Approximately three years into the journey, the team has shipped a product now in use by engineering teams at top-tier semiconductor and electronics companies. In a recent episode of BUILDERS, we sat down with ⁠Hardik Kabaria⁠, CEO and Co-Founder of ⁠Vinci4D⁠, to learn how he chose his beachhead, how he thinks about physics as infrastructure, and what the GTM motion looks like when you're selling something the market has never bought before. Topics Discussed:  The two-axis framework Hardik used to select heat transfer in semiconductors as Vinci4D's beachhead  Why Vinci4D's physics foundation model is built ground-up and cannot be replicated by adapting a language model  The three competitive buckets in physics simulation — and why the legacy category is structurally constrained, not just underserved  How Vinci4D's usage-based pricing model maps to an infrastructure framing rather than traditional enterprise software  The "moment of authority" — the behavioral signal that tells Vinci4D a customer has converted from evaluation to dependency Why whiteboard sessions with engineering teams matter more than conference presence for this category  The long-term vision: physics as infrastructure, judged on throughput the way a database or data center is judged GTM Lessons For B2B Founders:  Score your beachhead on two axes before committing. Hardik didn't pick heat transfer in semiconductors because it was the biggest market — he built a two-axis framework. The first axis: how urgently does the world need to solve this problem, and how fast is the part creation rate? The question he raised was pointed: how many new semiconductor chips launch per year versus how many new aircraft? The second axis: how critical is that specific physics domain to the product's performance metric? Heat transfer in semiconductors hit hard on both — thermal performance is a direct limiter on how fast a chip can run, and manufacturing complexity in semiconductors spans seven orders of magnitude of feature size, from nanometer to centimeter. His forcing question: even if Vinci didn't exist, would the world be forced to solve this? If the answer is an emphatic yes, that's the opening. It may be small, but you can run your train through it. The supply chain is your expansion map — if you pick the right beachhead. Hardik noted that semiconductors sit at the center of every hardware system: phones, laptops, cars, AI training, AI inference. That centrality creates a natural commercial motion. Vinci4D's semiconductor customers are already introducing them to the downstream board-level engineering teams. The beachhead choice wasn't just about where to win first — it was about which win would create the most upstream and downstream pull. Founders building horizontal technology should pressure-test their beachhead by asking: does winning here open doors, or does it create a silo? //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership.⁠ www.FrontLines.io⁠ The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.⁠ www.GlobalTalent.co⁠ // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here:⁠ https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM⁠

    25분
  8. How Safebooks AI positioned against the 80% accuracy standard that makes AI unacceptable in finance | Ahikam Kaufman

    4일 전

    How Safebooks AI positioned against the 80% accuracy standard that makes AI unacceptable in finance | Ahikam Kaufman

    Safebooks AI is building the infrastructure layer that makes agentic AI safe to operate inside the office of the CFO. Where most finance automation tools solve point problems — AP, AR, billing, reconciliation — Safebooks ingests data end to end across every system in a company's financial stack: CPQ, CRM, contract management, billing, ERP, and banking. Using graph AI technology, it normalizes that data into a complete, traversable audit trail so AI agents can process every transaction with the accuracy and completeness that financial compliance actually demands. In a recent episode of BUILDERS, we sat down with Ahikam Kaufman, Co-Founder & CEO of Safebooks AI, to learn how a career inside the office of the CFO — including time at Mercury Interactive and a post-acquisition role at Intuit — led him to build the data infrastructure layer that makes agentic finance real. Topics Discussed: Why the office of the CFO requires a fundamentally different accuracy standard than any other AI use case — and how Safebooks architected around that constraint from day one How graph AI technology creates a unified, end-to-end audit trail across structured and unstructured financial systems The SOC1 certification strategy and customer UAT process Safebooks uses to establish trust with risk-averse finance buyers Why Ahikam positions around "finance operations automation" rather than "financial data governance" — and the category design logic behind that choice GTM Lessons For B2B Founders: The accuracy ceiling is your positioning. Most AI go-to-market is built around aggregate improvement metrics — productivity gains, error reduction percentages, time saved. Safebooks identified that this framing actively undermines trust with their specific buyer. As Ahikam put it: "When you run AI for marketing or sales and let's say 80% is correct, then that's good enough. In finance, it's not good enough." He didn't just say this in sales conversations — he built the entire product architecture around it, including the graph AI layer that creates a complete transaction audit trail before any agent touches the data. Founders targeting regulated or high-stakes buyers should pressure-test whether their accuracy positioning is calibrated to their ICP's actual risk tolerance, not to the median SaaS buyer's. If your buyer operates in an environment where partial accuracy creates liability, that ceiling is your sharpest differentiator — lead with it explicitly. Use compliance certifications as a trust wedge, not a checkbox. Safebooks pursued SOC1 certification — a standard typically associated with financial controls audits, not software products — as an active part of their sales motion with CFO buyers. Paired with customer UAT against their own historical data, this creates a proof path that doesn't require the buyer to take Safebooks' word for anything. The sequence matters: let the prospect run their own validation against data they already know, then back it with a certification framework they already respect. Founders selling into enterprise buyers with established risk and compliance functions should map the specific third-party certifications their buyers already rely on and pursue those proactively, rather than building a trust narrative entirely on case studies. //  Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co // Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role.  Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

    17분
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Welcome to BUILDERS — the show about how founders get new technology adopted. Each episode features a founder on the front lines of bringing new tech to market, sharing how they broke into their industry, earned early believers, built credibility, and unlocked real technology adoption. BUILDERS is part of a network of 20 industry-specific shows with a library of 1,200+ founder interviews conducted over the past three years. For the full network, visit FrontLines.io. Brought to you by:  www.FrontLines.io/FounderLedGrowth — Founder-led Growth as a Service. Launch your own podcast that drives thought leadership, demand, and most importantly, revenue.

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    Front Lines Media
  • 방송 연도
    2022년 - 2026년
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