Industries

Industries we know best.

Deep focus where it counts, and the same structured approach for B2B teams everywhere else.

We've built our sharpest expertise prospecting for SaaS, IT, and technical B2B companies, because that's where complex sales cycles and technical buyers reward a precise approach. If your business sits outside these industries, we bring the same rigor. These are simply where we've gone deepest.

SaaS and enterprise technology

SaaS buyers weigh ROI and integration fit, and there are usually two or three people involved before anyone signs off: a technical evaluator and someone watching the budget. We write for both of them instead of picking one and hoping the other agrees.

What makes this market hard

The category is crowded and your buyer has already been contacted by four vendors who sound like you this month. Meanwhile renewal dates on the tools they already run dictate when they can realistically move.

How we approach it

Two messages, not one. The operational buyer cares about the problem and the time it costs them. The technical evaluator cares about how it fits the stack and what breaks during implementation. Trying to satisfy both in a single paragraph produces something vague enough to satisfy neither.

Timing usually comes from contract cycles and internal projects rather than from anything you can influence. That makes technology signals valuable: a competing tool showing up in their stack, a wave of hiring in the team that would use your product, a funding round that unlocks a budget line. We build those signals into the targeting so outreach arrives when there is somewhere for it to go.

Who is usually in the room

VP of Sales or Revenue Operations, usually the person who feels the problem
A technical evaluator checking integrations, data handling, and security review
Finance or procurement, involved earlier than most vendors expect

Signals we target on

A funding round that opens a new budget line
Hiring for roles that imply the project you sell into
A competing tool appearing in or leaving the stack
A new executive in the function that owns the problem

IT services and digital transformation

Buyers in this space are almost always solving a specific operational problem when they take a call. Outreach that opens with the problem gets read. Outreach that opens with a pitch usually doesn't.

What makes this market hard

Services buying is comparative by nature. You are rarely the only option on the table, and the incumbent has the advantage of already being there. Generic capability statements are how most outreach in this market fails.

How we approach it

We lead with the problem, not the capability list. Nobody buys application modernisation. They buy a way out of an ERP upgrade that has already slipped twice, or a migration their team cannot staff internally.

Proof matters more here than in most markets, and it has to be specific to the situation. A short, concrete example of similar work, with the constraint it was done under, does more than a page describing your methodology. We build outreach around those examples and match them to accounts where the same constraint is visible.

Who is usually in the room

CIO or IT Director, accountable for the platform and its failures
Heads of the business function the project actually serves
Procurement, particularly on anything with a multi year term

Signals we target on

End of life dates on infrastructure they still depend on
A publicly announced transformation or cloud programme
Persistent open roles that suggest a skills gap
A merger that leaves two systems to reconcile

Managed service providers

MSP buying decisions hinge on reliability and whatever relationship already exists with a vendor. Volume doesn't move that needle. Timing and a message that shows you understand their setup does.

What makes this market hard

Contracts are sticky and switching genuinely hurts, so the real question is not whether you are better but whether the disruption is worth it. Most of the market is also not in a buying window at any given moment.

How we approach it

The work is mostly patience and timing. We map the accounts properly, then stay present through a longer cadence so you are the name that comes up when the incumbent contract reaches renewal or something breaks badly enough to force a review.

Message specificity is what earns replies here. Referencing the size of their client base, the verticals they serve, or the stack they clearly standardise on shows you did the work. Broad claims about better service get ignored, because every vendor in the market makes them.

Who is usually in the room

Owner or Managing Director at smaller providers, where one person decides
Operations or Service Delivery leads who feel tooling problems daily
The virtual CIO relationship, where you are selling through rather than to

Signals we target on

An acquisition that doubles the number of systems to support
Rapid headcount growth against a flat service team
A public incident or a wave of negative reviews
A vendor partnership change in their marketing

Cybersecurity

Security buyers, often a VP of Security or a CISO, have heard every generic security claim there is. What gets a response is specificity: a real risk, framed clearly, tied to something relevant to their environment.

What makes this market hard

This is the most heavily prospected buyer in B2B technology. A CISO receives dozens of these messages a week and has developed a fast filter for anything that overstates a threat or leads with fear.

How we approach it

Credibility first, urgency never. Manufactured alarm is the quickest way into the deleted folder with this audience. What works is a precise, accurate observation about a category of risk, written by someone who clearly understands the domain, with a small ask attached.

Compliance deadlines are often the honest reason a purchase happens. Framework timelines, audit cycles, cyber insurance requirements, and customer security questionnaires all create dates a security team has to work against, and those dates are far better targeting criteria than company size alone.

Who is usually in the room

CISO or VP of Security, who sets priorities and owns the risk
Security engineers and analysts, who will judge whether it works
Compliance and audit, where a framework deadline is driving the purchase

Signals we target on

A framework or certification deadline in their sector
A new CISO or a newly created security function
A publicly disclosed incident, handled with obvious care
Security roles being hired against a specific technology

AI and automation

This category moves fast and buyers are already researching. The job isn't to convince them AI matters. It's to show up with something timely and relevant to what they're already evaluating.

What makes this market hard

Everyone claims this category, which means the words have stopped carrying information. Buyers are also cautious after pilots that impressed in a demo and quietly died before production.

How we approach it

Name the process, not the technology. Outreach that says we automate invoice matching for finance teams processing thousands of lines a month lands, because the reader can picture their own situation. Outreach that says we use AI to transform operations does not.

Buyers here are usually past the education stage and into evaluation, so the useful angle is comparative and practical: what this replaces, what it costs to run, what happens to accuracy at volume, and how long implementation actually takes. Specificity beats enthusiasm every time in this market.

Who is usually in the room

Operations leaders carrying a manual process that will not scale
Data and engineering leads who will own whatever gets built
An executive sponsor with a mandate and a budget attached to it

Signals we target on

A newly created role that owns automation or data
Public commentary or job posts describing a process bottleneck
A funding round with efficiency named in the rationale
Volume growth that makes a manual process untenable

Professional services

Buying here is relationship driven and the cycle is longer. Outreach that pushes for a meeting in the first message tends to fall flat. A paced, consultative approach earns the conversation instead of demanding it.

What makes this market hard

You are selling judgement, which cannot be demonstrated in a product tour. Trust has to be built before the conversation happens, and the first meeting is usually the fourth or fifth touch rather than the first.

How we approach it

The cadence stretches out and the ask gets smaller. An opening message that proposes half an hour on the calendar asks for more than the relationship supports. An observation, a relevant piece of thinking, or a question worth answering opens a door that a meeting request closes.

LinkedIn tends to carry more weight than email in this market, particularly when the outreach comes from a partner rather than a sales profile. We usually lead with the relationship channel and let email support it rather than the other way around.

Who is usually in the room

Partners and practice leads, who bring the relationship as well as the mandate
Function heads with a specific project and a budget for it
Procurement on larger engagements, often late and always thorough

Signals we target on

A leadership change in the function you serve
Expansion into a new market or regulatory regime
A published strategy or annual report naming a priority
Hiring that signals a programme about to start

The honest version

What changes between industries, and what doesn't.

The five step process is the same everywhere: define the profile, research the accounts, write for the segment, qualify hard, and adjust as the evidence arrives. That part is discipline rather than domain knowledge, and it travels.

What changes is everything underneath it. Who is in the buying group and how many of them there are. Which signal means a company is in a window and which is noise. How direct the first message can be before it reads as pushy. How long to wait before a follow up stops being persistence and becomes pressure. Whether the meeting is realistically the second touch or the sixth.

That is the part we are buying into when we take on an account in a market we know well, and it is the part we are honest about when we take on one we don't. Sector knowledge shortens the learning curve. It does not replace the first six weeks of a campaign, where the real answers come from reply patterns rather than from anything anyone believed at the start.

Don't see your industry listed? Every industry has its own buying patterns. Tell us about yours and we'll walk you through how the process adapts. Talk to us

FAQ

Questions about sector fit.

Do you only work with technology companies?

No. Technology is where we have gone deepest, and it is where complex buying groups and long evaluation cycles reward a structured approach. The process itself is not sector specific. The test is whether you sell to a definable set of companies with a considered decision behind the purchase.

How quickly can you get up to speed on our market?

Onboarding covers your product, your positioning, your won and lost deals, and your existing customers, which is usually enough to build a credible first campaign inside two weeks. Real fluency comes from reply data over the following six weeks, and we would rather say that plainly than claim instant expertise.

Do you work with our competitors?

We do not run competing accounts in the same segment at the same time. If there is a conflict, we will tell you before an engagement starts rather than after you find out.

Our buyers are hard to reach. Does that change the approach?

It changes the cadence more than the method. Heavily prospected roles such as CISOs need a longer, quieter sequence with a much smaller ask, and the meeting is realistically the fifth touch rather than the second. Volume works against you with these buyers, so we plan for fewer accounts covered more carefully.

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