BUILDERS

Supersede manufactures structural building products from recycled industrial and agricultural plastic waste, creating drop-in replacements for plywood and OSB. What makes their approach notable isn't the environmental mission - it's the deliberate market sequencing strategy that let them reach the top 10 boat builders globally within months of launch. CEO and Co-Founder Sean Petterson, whose father died on a construction job and who previously built and sold a construction safety equipment company, knew the construction market's reputation for slow adoption would kill them before they could prove their product. So instead of pitching the $12B+ annual US construction market directly, they started with marine applications where regulatory pressure, product toxicity issues, and performance failures created urgent buying windows. In this episode, Sean breaks down how they used trade show metrics to validate product-market fit, why they're absorbing shipping costs to prove regional demand before building plants, and the operational art of scaling manufacturing capacity against pipeline conversion timing. Topics Discussed: Strategic market entry: why marine and RV serve as proving grounds and revenue generators before construction How material properties (waterproof, high density, VOC-free) dictated target application selection The regulatory catalyst: California's formaldehyde ban creating electrolysis problems in boat transoms Trade show execution at IBEX Tampa: converting sustainability pavilion traffic into top 10 builder partnerships Multi-plant expansion strategy: Phoenix for marine, Indiana for RV proximity to Elkhart manufacturing hub The timing challenge: balancing capex on new production lines against uncertain customer adoption curves Using shipping cost absorption as market validation before committing to regional manufacturing Product thickness decisions and the constraint of running 24/7 production on single SKUs Long-term infrastructure goal: lights-out factories in every state to hit 10% US market share GTM Lessons For B2B Founders: Map product attributes to urgent pain points, not general market needs: Sean's framework was ruthlessly specific—Supersede's material is waterproof, twice as dense as wood, VOC-free, and has superior fastener retention. Rather than positioning these as generic benefits, they mapped each attribute to acute pain: marine grade plywood costs 3-4x more, leaches formaldehyde and CCAs into water, and California's new regulations were causing electrolysis that corrodes aluminum transoms. This isn't marketing positioning—it's matching physics to procurement urgency. Founders should inventory their product's fundamental characteristics and find markets where each one solves an active crisis. Use expensive distribution as a validation tool before infrastructure investment: Supersede services Florida boat builders from their Phoenix plant despite shipping costs destroying margins. This is intentional—they're paying for market intelligence. Only after customers move from single units to full product lines do they commit manufacturing capex to that region. Sean's calculus: "As long as we have enough comfort in the unit economics to manage shipping costs, we can explore how markets look before sinking too much in." Most founders optimize for margin too early. Supersede optimizes for learning, treating distribution costs as cheaper than building the wrong plant in the wrong location. Create credibility through extreme durability testing, then cascade down: Sean describes pontoon boats with twin 300hp motors hitting 60mph over waves as their "value proposition crucible." This isn't about marine market success—it's about creating an unarguable proof point for every downstream market. When they enter construction, they won't debate whether their product can handle a roof load; they'll show years of data from conditions that make construction look gentle. The insight: win in the most punishing environment first, then every easier application becomes a layup. Most founders do the opposite—start easy, then struggle with credibility when moving upmarket. Sequence markets by sales motion similarity, not revenue size: The marine-to-RV-to-construction path isn't about market size—it's about operational leverage. Sean notes RV has "the same exact process, except they move a little quicker" as marine. Both are concentrated geographies (marine in Florida, RV in Elkhart), both have OEM buyers making high-volume decisions, both value durability and water resistance. This lets them reuse sales playbooks while building revenue. Construction, despite being 10x larger, requires completely different distribution (retail + wholesale), longer approval cycles (two years for major projects), and more diverse buyer personas (contractors, architects, developers, retailers). The sequencing strategy funds the capability build they'll need for construction without the distraction of learning three different GTM motions simultaneously. Treat trade shows as validation metrics, not lead generation: Supersede tracked specific conference-provided data at IBEX: highest searched booth, highest saved, most traffic despite being in the "sustainability pavilion" that attendees typically skip. They didn't just collect business cards—they validated that their value proposition resonated at scale before committing to a multi-plant buildout. Sean converted this signal into partnerships with all top 10 builders by volume within the show cycle. The lesson: use trade shows as market research tools with quantifiable success metrics, not as top-of-funnel activities. If you can't win a trade show in your target segment, you're not ready to scale. Balance production constraints against customer optionality to force prioritization: Supersede faces a counterintuitive challenge—they have demand for multiple product thicknesses but can only run 24/7 production on one thickness per line to maintain efficiency. This forces brutal customer prioritization decisions. As Sean puts it: "Which customer we like better." Rather than viewing this as a problem, recognize it as a focusing mechanism. Resource constraints force you to choose customers who value your core offering most rather than customizing yourself into complexity. Most founders try to serve everyone before proving they can serve anyone exceptionally. // 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

Chef Robotics has produced 80 million meals—more than all other food robotics companies combined. The company has cracked what dozens of well-funded startups couldn't: profitable deployment of AI-enabled robots in food manufacturing. In this episode of BUILDERS, Rajat Bhageria, Founder and CEO of Chef Robotics, reveals why he focused on manufacturing before restaurants, how a single contract term change accelerated his sales cycle, and why the food assembly problem requires intelligence that traditional automation can't provide. This is category creation in real-time, with expansion to Germany and the UK planned for 2026. Topics Discussed: Why 60-70% of commercial food labor is in assembly, not cooking or prep The systematic failures of B2C robotics companies (Zume) versus B2B approaches (Miso Robotics) Chef's manufacturing-first strategy to build training data and field operations scale Why six-axis robots with vision outperform gravity-fed dispensers for food variability Reframing contract structure from "site acceptance test" to "trial" for faster closes Trade show strategy: multiple robots across partner booths, not just your own The economics of robotics-as-a-service in traditionally capex-driven industries GTM Lessons For B2B Founders: Validate unit economics before building in hardware: Rajat secured early contracts before engineering anything. This wasn't just customer validation—it was economic validation. He identified that robotics companies fail when "they're trying to charge a human salary, but they're not able to provide the full set of tasks that a human is able to do in an eight hour shift." By selling first, Chef confirmed customers would pay for assembly automation specifically, not a general-purpose kitchen robot. For hard tech founders: pre-selling de-risks both product-market fit AND your business model assumptions. Target the labor concentration point, not the obvious automation opportunity: While competitors automated cooking (low labor intensity), Chef mapped the entire food production workflow and discovered assembly consumed 60-70% of labor hours. Rajat's insight: "One person can cook for 100 people or a thousand people. So even though the cooking process can take a while, you're amortizing it over a lot of people." This workflow analysis revealed where ROI actually existed. Founders should map labor distribution across their customer's entire operation, not just automate the most visible or technically interesting task. Build your moat through training data and field operations density: Chef's manufacturing focus isn't just about easier sales—it's strategic infrastructure. Rajat explained: "Today, Chef has done 80 million meals...If we can be really good at food manipulation, we have the biggest data set of training data...as we build more robots, our bill of material gets lower...We have people all over the country servicing these robots, which obviously those same people can service robots in restaurants." For AI-enabled hardware, your moat compounds through deployment volume, not just product features. Reframe risk through contract structure, not just pricing: Chef's breakthrough wasn't discounting—it was renaming their "site acceptance test" to a "trial." Rajat described the impact: "Literally exactly the same thing. It's kind of like you go to your Google Doc and you replace all SAT into trial. That has an immense impact on the sales velocity." The cognitive reframing transformed how buyers perceived commitment risk. For founders selling novel technology: audit your contract language for terms that trigger buyer risk aversion, even when the underlying mechanics protect them. Trade show ROI multiplies through partner booth placement: Rather than maximizing their own booth presence, Chef places robots in partner booths across the trade show floor. Rajat noted this approach yields more deal closures because "the champions saw the thing at the trade show." This isn't about lead volume—it's about removing skepticism. Manufacturing buyers don't believe flexible automation exists until they see it operating. For hard tech companies: distribute proof points across the physical spaces where your skeptical buyers already congregate. Customer success IS your market education strategy: In a nascent category with a "graveyard" of failed predecessors, Chef's market education relies entirely on reference customers. Cafe Spice scaled from 4 to 16 robots and now hosts prospective customer visits. Rajat's approach: give exceptional pricing to customers willing to become advocates. The conversion rate from a skeptical prospect visiting a working deployment far exceeds any other marketing channel. For category creators: your unit economics on early lighthouse customers should account for their sales force value, not just their revenue. // 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

Parable is building an end-to-end intelligence platform that quantifies how organizations spend their collective time—the foundation for measuring real AI impact. With a thousand data connectors ingesting activity and log data across the enterprise software stack, Parable constructs proprietary knowledge graphs that size opportunities and measure outcomes in hard dollars, not adoption metrics. In this episode of BUILDERS, I sat down with Adam Schwartz, Co-Founder & CEO of Parable, to explore why 95% of CFOs see no AI ROI, how his decade running profitable businesses under resource constraints shaped his focus on inputs over outcomes, and why 2026 requires moving AI from CapEx experimentation to measured OpEx. Topics Discussed: Why the 95% CFO stat on AI ROI matters as an arbiter of truth, despite backlash Building knowledge graphs from activity data to quantify collective time allocation across hundreds of people The fundamental problem: enterprises lack quantitative frameworks for operational efficiency pre-AI Running parallel ICP experiments to achieve sales-market fit before product-market fit Why Parable has never lost a POC once leaders see quantitative baselines Market dynamics creating false signals—unprecedented curiosity without buying intent The demarcation between companies treating AI as product work versus those waiting for vendor solutions Why AI transformation demands century-old management structures to be questioned GTM Lessons For B2B Founders: Engineer disqualification in momentum markets: Market-wide AI enthusiasm creates pipeline illusion. Prospects will engage indefinitely for education without purchase intent. Adam's framework: "How do we get people to say no to us and not drag us along... They want to keep talking because they want to learn and they want to know what's going on and they are genuinely interested." In enterprise sales during category shifts, build explicit qualification gates that force prospects to reveal resource commitment or disqualify. Extended evaluation cycles feel like traction but destroy unit economics. Use go-to-market as ICP discovery mechanism: Adam intentionally pursued multiple customer segments simultaneously—different company sizes and AI maturity stages—to let data reveal fit rather than rely on hypothesis. His memo to the team: "We're going to go after these three, you know, many different sizes of companies in order for us to decide like, who we like best." The key insight: get to problem-market fit and sales-market fit validation before optimizing product-market fit. This inverts conventional wisdom but works when TAM is massive and the bottleneck is identifying who feels pain acutely enough to buy now. Qualify on organizational structure, not verbal commitment: Every enterprise claims AI is strategic. Adam's hard filter: "Who in the organization is responsible for AI transformation? And if you don't have a one person answer to that question, you're not serious." Serious buyers have a named owner reporting to C-suite with dedicated budget and team. Buying Gemini, Glean, or other point solutions isn't a seriousness KPI—it's often passive consumption of AI as a byproduct of existing software relationships. Look for companies doing five-year work-backs on industry transformation and cascading effects on their operating model. Target post-experimentation, pre-scale buyers: Adam discovered the sweet spot isn't companies beginning their AI journey—it's those who've deployed initial programs and now need to prove value. "The market of people that have started to build AI into their operating model or into their strategy in like a coherent way, there's a team, there's an owner, there's budget... those are the people that we really want to be talking to." These buyers understand the problem viscerally because they're living it. They do product work daily—talking to stakeholders, generating use cases, building briefs, triaging roadmaps. They need your solution to professionalize what they're already attempting manually. Build measurement into your category narrative: The AI tooling market has over-indexed on soft efficiency claims that won't survive renewal cycles. Adam's warning: "There is too much hand waving around soft efficiency gains... you're going to have to renew and you need NRR and I don't think it's going to be that usage of the tool internally by employees and adoption is going to be enough." The last decade over-rotated to "everything drives revenue" due to VC pressure. This decade requires precision: does your product save time, reduce headcount needs, or accelerate revenue? Quantify it. Partner with measurement platforms if needed. Adam's insight on Calendly is instructive—it clearly saves time, but most buyers can't quantify how much, which weakens renewal economics. // 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

F2 is the AI platform for private markets investors, automating due diligence and portfolio monitoring workflows with agentic AI. After building ARK into a digital banking platform that scaled from tens of millions to tens of billions in loan volume, Donald Muir developed AI technology to automate debt placement on ARK's marketplace. When upmarket institutional lenders requested access to the AI for their entire deal flow—not just ARK's marketplace deals—Donald recognized the technology's standalone value. In this episode of BUILDERS, Donald shares how he's commercializing enterprise-grade AI for an industry where he personally spent years in the private equity bullpen, and how F2 is addressing the reliability and trust barriers that prevent AI adoption in high-stakes financial decision-making. Topics Discussed How F2 emerged from ARK's internal need to automate debt marketplace screening memos The technical approach to eliminating hallucination in Excel-based financial analysis Replicating private equity's "super day" interview format to prove AI capability with live deal data Sales team composition: hiring ex-finance professionals instead of traditional sales reps AI's role in evolving private equity analysts from menial tasks to system operators Product roadmap from due diligence to portfolio monitoring to deal syndication platform Maintaining operational independence while preserving strategic alignment with ARK GTM Lessons For B2B Founders Solve your own hardest problem first, then productize: Donald built F2's core technology to scale ARK's debt marketplace, focusing on the most difficult engineering challenge—reliable financial analysis of unstructured Excel data—because the marketplace required it. This resulted in technology that foundation models still haven't replicated over a year later. The aha moment came when institutional lenders wanted the AI for all their deal flow, not just marketplace transactions. Organic internal development created category-leading capabilities and validated product-market fit before commercialization. B2B founders should identify which internal operational challenges, if solved, could become standalone products serving the broader market. Design sales processes that mirror how your ICP evaluates talent: Donald replicated private equity's "super day" format where analyst candidates receive a data room, laptop without internet access, and three hours to produce an LBO model and investment thesis. F2 runs identical timed tests—customers send live deal data rooms under NDA, F2 generates investment committee memos using their templates, and presents same-day results. This proves the AI can perform at the standard funds use to evaluate human analysts they hire 18 months before start dates. B2B founders selling into industries with rigorous talent evaluation processes should reverse-engineer those frameworks into product demonstrations that speak to buyer expectations. Prioritize credibility over sales experience in technical markets: Donald's entire sales team consists of ex-finance professionals who lived in the seat—no traditional salespeople. These reps can screen-share investment memos created that morning and discuss them authentically with MDs and principals using industry-specific language. After 4.5 years running go-to-market at ARK, Donald teaches sales methodology to domain experts rather than teaching domain expertise to salespeople. For deals averaging half a billion dollars flowing through the platform, buyer credibility outweighs sales polish. B2B founders in specialized verticals should evaluate whether domain fluency or sales pedigree matters more for their specific buyer personas and deal complexity. Engineer for auditability before optimizing for speed: F2 focused on eliminating hallucination and achieving mathematical accuracy—solving what Donald calls the "reliability and trust" gap—before addressing workflow efficiency. The company name references the F2 keystroke used to audit Excel calculations at 3 AM in the PE bullpen. This positioning directly addresses the barrier preventing AI adoption for investment decisions: LLMs hallucinate, can't do math, and lack auditability. Only after proving the AI produces auditable, trustworthy output did F2 layer on speed benefits. B2B founders building for high-stakes decision environments should identify the fundamental trust barrier and make it the core technical focus before feature expansion. Leverage institutional knowledge as competitive differentiation: Beyond automating existing workflows, F2 enables firms to pipe in decades of institutional knowledge via API—instantly benchmarking new deals against thousands of historical transactions by vertical, revenue size, leverage levels, and management quality. This transforms screening memos from isolated analyses into context-rich evaluations informed by complete firm history. The AI doesn't just work faster; it has comprehensive context that individual analysts manually searching SharePoint folders could never access. B2B founders should identify where accumulated institutional data creates compounding value beyond point-in-time automation. // 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

Hubble Network is redefining what's possible in satellite connectivity by connecting standard Bluetooth chips to satellites over 500 kilometers away using advanced antenna arrays and digital beamforming. Founded in 2021 by Alex Haro (co-founder of Life360, which IPO'd in 2019 and grew to 80+ million monthly active users) and Ben Longmier (whose previous company's protocol became Amazon Sidewalk after acquisition), Hubble has launched seven operational satellites via SpaceX and is serving enterprise customers across intermodal logistics, off-grid construction, and outdoor recreation. In a recent episode of BUILDERS, I sat down with Alex to explore how Hubble is building the infrastructure layer for global IoT—positioning as the "T-Mobile of space" rather than competing in device markets. Topics Discussed: The technical architecture behind connecting Bluetooth to satellites: lowering bit rates, optimizing modulation, and deploying hundreds of antennas for digital beamforming SpaceX's rideshare program mechanics and what it actually takes to book satellite launches as a startup Why Hubble deliberately chose to be network infrastructure rather than building hardware for specific verticals The psychology barrier of overcoming Bluetooth's short-range association—even among experienced RF engineers from Google, Amazon, and Starlink Strategic focus decisions when facing unlimited market opportunity across construction, agriculture, mining, logistics, and defense Transparent pricing as a developer-first GTM strategy versus traditional enterprise carrier sales models The transition from Life360's consumer hardware exploration to founding a satellite networking company GTM Lessons For B2B Founders: Choose your competitive layer strategically—infrastructure scales differently than applications: Hubble explicitly positioned as network infrastructure, not a device manufacturer. Alex stated: "We're not focused on building the hardware or devices. We very much view ourselves as a networking company." This allows enterprise customers to integrate Hubble connectivity into their existing devices with just a software change to the Bluetooth chip. The result: each B2B customer can deploy hundreds or thousands of devices to their end users, creating exponential reach. For founders building horizontal technology, consider whether competing at the infrastructure layer—even if less immediately tangible—creates superior unit economics and market leverage versus building full-stack solutions. Developer-first positioning requires operational commitment, not just marketing: Hubble's pricing transparency wasn't a marketing tactic—Alex described it as "hardcore to our ethos" because their goal is connecting billions of devices. They explicitly modeled after Twilio and Stripe rather than Verizon or AT&T, making it possible for engineers to validate unit economics independently and start free trials without sales conversations. This wasn't debated internally because both co-founders and the early team aligned on this approach. For infrastructure companies targeting massive scale, half-measures on developer experience will fail—the entire go-to-market motion must support self-service validation and transparent economics. Constraint forces clarity—unlimited TAM demands disciplined ICP filtering: Despite viable use cases across construction, oil and gas, mining, agriculture, supply chain, and defense, Alex emphasized: "In the early stages, focus is the most important thing. Every hour matters and being able to focus matters quite a bit and defocusing yourself can really hurt." Hubble's "sexy hook of Bluetooth to space" generates inbound interest across industries, creating constant pressure to expand. Their active debate centers on which industry leaders are "solving important use cases" with existing customer bases of "hundreds, if not thousands of customers." For founders with horizontal technology, resist opportunistic deals—filter aggressively for partners who provide concentrated distribution rather than one-off deployments. Physical demonstration collapses credibility timelines for counterintuitive technology: Hubble faced skepticism even from sophisticated RF engineers because of hardwired associations between Bluetooth and short range. Alex noted: "Some of the investors that joined our A or B, they passed on our seed and A because they thought, well, I believe in Alex, but is this really physically possible?" Post-launch with working satellites, the conversation shifted from "is this possible?" to commercial terms. The lesson isn't just "show don't tell"—it's that for technically improbable innovations, rushing to demonstrable proof compresses months of explanation into minutes of validation. Founders should potentially sacrifice feature breadth to reach a single, undeniable proof point faster. Operational domain expertise reveals infrastructure gaps others can't see: Alex spent years as CTO of Life360 attempting to build connected hardware for families—smart pet collars, GPS watches for kids, fall detectors—but existing networks had "super short battery life, very bulky, no global coverage, way too expensive." He invested in Ben's previous mesh network company and became a close advisor before co-founding Hubble. The insight wasn't theoretical—it came from failing repeatedly to solve the problem with existing infrastructure. Founders should treat operational frustrations in previous roles as proprietary market intelligence: you've already paid the learning cost that competitors will need years to acquire. // 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

Plantd is reinventing engineered lumber by replacing trees with rapidly renewable biomass, scaling manufacturing technology that costs 100x less than traditional OSB production. With customers including DR Horton and growing demand across furniture, RV, and international markets, Plantd has attracted partnerships throughout the building materials industry. In this episode of BUILDERS, I sat down with Nathan Silvernail, Co-Founder & CEO at Plantd, to explore how his decade at SpaceX shaped his approach to building a capital-intensive hardware company that could transform the $65 billion engineered lumber market.   Topics Discussed Building continuous OSB production systems versus $500M batch presses used by incumbents Securing DR Horton, furniture manufacturers, and building material companies as early customers Managing the bifurcation between OPEX-intensive manual processes and CAPEX transitions to AI robotic vision systems Designing machines for 400,000 panels/year output with sub-one-year payback at scale Navigating opinion-based building inspection processes where "no two blocks in this entire country build a house the same way" The strategic calculus of positioning away from climate tech to avoid green premium assumptions Scaling from pilot production to deploying 25-30 machines to meet current demand pipeline Achieving 70-layer panel construction versus 6-8 layers in timber-based OSB //   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

Axenya is rebuilding healthcare around chronic disease prevention through AI-powered continuous monitoring. Covering 100,000 lives in Brazil and processing 95 million clinical inferences monthly, the company pivoted from clinical technology provider to healthcare broker - achieving cash flow positive status before their Series A. In this episode of BUILDERS, I sat down with Mariano García-Valiño, CEO and Founder of Axenya, to learn how they spent $3 million building the "perfect product" before discovering no one would pay for it, why they acquired a small broker to unlock their revenue model, and their regulatory-constrained approach to geographic expansion. Topics Discussed: Axenya's shift from infectious disease to chronic disease management through wearables and AI The 12-month zero-revenue period after spending $3 million on product development Why doctors, patients, and health plans all failed as buyers despite clinical validation The broker acquisition that unlocked their business model Performance-based pricing: zero fees upfront, revenue from cost savings only Regulatory barriers determining expansion (Mexico viable, Argentina impossible, Europe requires model redesign) Field-force-driven GTM with 30+ salespeople for complex, high-ACV enterprise deals Path to cash flow positive before Series A and scaling playbook for 2026 // 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

Turnstile is reimagining quote-to-cash for the modern B2B world, where negotiated agreements create operational chaos that standard pricing never does. After selling Second Measure to Bloomberg, co-founders Michael Babineau and Lillian Chou experienced the irony firsthand: running a data analytics company while managing their own revenue operations through spreadsheets and manual processes. That incongruence became the catalyst for Turnstile, a self-serve revenue platform designed to support sales-led B2B companies from their first negotiated deal through tens of millions in ARR. In this conversation, Michael shares how they're solving the structured data problem that plagues B2B revenue operations, why eliminating custom development forced genuine platform flexibility, and how they're collapsing a traditionally 3-6 month implementation into a self-serve onboarding that takes minutes. Topics Discussed: Why negotiated B2B agreements create the structured data problem that breaks revenue operations Turnstile's compound startup approach spanning quote-to-cash to revenue recognition The internal ban on custom development that forced true configurability into the platform How supporting non-standard contracts from day one enables earlier market entry than traditional CPQ Revenue leakage and "truth drift" between contract terms and actual customer relationships The rippling-style GTM strategy: start with startups, grow into enterprise with your customers Positioning challenges when your category exists but your ICP doesn't know it yet Building for human operators and AI agents simultaneously on the same platform primitives Agentic dunning and the roadmap toward AI-automated revenue operations // 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

Land Life is a technology-driven nature restoration company that restores landscapes degraded by wildfire, overfarming, and urbanization. The company combines proprietary remote sensing, machine learning algorithms, and hardware solutions to deliver end-to-end restoration projects spanning 40 years, monetized through voluntary and compliance carbon markets. With seven validated project design documents on Verra, Land Life has built a business model that requires customers to believe the company will exist for decades. In a recent episode of BUILDERS, we sat down with Rebekah Braswell, CEO of Land Life, to explore how the company navigated from global pilots in Saudi Arabia and the Galapagos to focused geographic operations, evolved its customer base from experimental tech buyers to conservative insurance companies, and repositioned its entire value proposition when climate dropped off corporate priority lists in 2024. Topics Discussed: Land Life's shift from selling technology components to customer-driven A-to-Z project delivery  Remote sensing dashboard that assesses ecological, operational, and economic feasibility before land visits  Securing environmental attributes while keeping land locally owned by landowners  Machine learning algorithms for determining optimal tree species, placement, and timing  Evolution from tech company early adopters to asset managers, financial institutions, and energy providers  The 2024 market standstill: how tariffs and defense spending displaced climate on corporate agendas  Strategic repositioning from "climate" to "resilience" language that connects to infrastructure and defense  Targeting biogenic customers in timber and agriculture with supply shed restoration strategies GTM Lessons For B2B Founders: Let customer requirements redefine your product scope: Land Life initially sold discrete technology—cocoon hardware and software tools—to corporations. Buyers consistently responded: "great tech, but we sell shoes online for a living. I need a full project, A to Z." Rather than insisting on their original product definition, Rebekah agreed to plant trees and hire contractors despite "knowing very little at the time what it actually took." The company evolved from a technology vendor to a full-service restoration provider because that's what buyers would actually purchase. B2B founders should recognize when customer feedback reveals a larger market opportunity than their initial product scope, even if delivery capabilities don't yet exist. Target buyers whose operational experience mirrors your delivery complexity: Land Life struggled with tech companies despite strong initial traction because these customers operated on "much shorter term economic cycles" incompatible with 40-year projects. The company found stronger fit with financial institutions, insurance companies, and energy providers—buyers Rebekah described as "familiar with asset management, familiar with physical operations" who could "identify with some of the cycles that we have to manage in terms of planting windows." She told her team: "you know you have a business when an insurance company starts buying your product. These are conservative buyers." B2B founders with long implementation cycles, physical operations, or asset-intensive models should prioritize buyers with analogous operational complexity rather than chasing early adopters who lack relevant mental models. Build transparency infrastructure as core product, not marketing: For customers committing to 40-year relationships, Land Life addressed the fundamental trust problem through systematic monitoring and data sharing. Rebekah identified the specific perception barrier: "people have this image that people are just going out and planting trees and there's no accountability." The company's response wasn't better sales materials but "a data focused and transparent process" that continuously validates project performance. B2B founders selling long-term commitments should invest in measurement and reporting systems as primary credibility drivers, recognizing that transparency infrastructure is product, not overhead. Adapt positioning to buyer priority shifts without abandoning core value: When climate investments "came to a standstill for six months" in 2024, Land Life didn't pivot its business model—it reframed its language. Climate "just dropped on the priority list" as corporations focused on "AI, defense and tariffs." The company shifted to "resilience" positioning that "doesn't use the word climate in it" but connects to infrastructure, defense, and supply chain concerns. Critically, this wasn't invented messaging—Land Life had internally called their engineers "resilience engineers" for years because "you can't bet one climate scenario." B2B founders facing external market shifts should mine existing internal frameworks for language that naturally aligns with new buyer priorities rather than forcing artificial repositions. Expand value proposition beyond primary category benefit to operational impact: Land Life evolved from pure carbon sequestration sales to showing customers how restoration addresses their core operational risks. For biogenic customers—"people who work in timber, food and agriculture"—the pitch became: "if you're surrounded by a degraded ecosystem, it will eventually encroach" on your supply chain. Rebekah explained: "it's not just enough to have a robust supply chain like your field for example. Great that things are healthy there, but if you're surrounded by a degraded ecosystem, you know it will eventually encroach." This connected restoration directly to supply shed stability and de-risking rather than relying solely on carbon credit value. B2B founders should identify how their solution protects or enhances customers' existing operations, not just deliver category-specific benefits. Pursue partnerships to reach scale thresholds faster than organic growth allows: Rebekah emphasized that achieving buyer-required scale through partnerships is now essential: "buyers are looking for scale and it is hard for us, who are in nature based solutions and physical assets, to achieve that overnight." She advocated for "constructive and innovative partnerships where you can bring that scale to buyers, whether it's organic or just through partnering" as the path to "play at a different level." The sector signal is clear: "they want bigger volumes, they want stronger suppliers, and that path goes a lot more quickly when you partner, as opposed to trying to do it alone." B2B founders in capital-intensive or operationally complex businesses should view partnerships as strategic accelerators to reach minimum viable scale, not just growth tactics. // 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

David Stifter spent 20 years as head of technology at Colony Capital, managing systems for a $60 billion private equity real estate firm. When a longtime AP specialist retired, the company lost its institutional knowledge for coding complex invoices across thousands of entities and tenant relationships. After a year evaluating RPA, template-based approaches, and early OCR solutions, David recognized that structured historical data—invoices paired with their coding—could train AI models to capture implicit business rules. Five years ago, at 40 with young children, he left his executive role to build PredictAP. The company now processes tens of thousands of invoices monthly for firms including Bridge Investment Group, demonstrating how operational expertise combined with AI can solve problems that pure technology approaches miss. Topics Discussed Identifying AI use cases with structured annotated data and human feedback loops  Moving from CTO buyer to vendor founder and discovering which networks actually convert  Building repeatable sales motion after exhausting warm introductions  Technology adoption barriers in real estate and the domain expertise requirement for vertical SaaS  Hiring sales leadership to scale from founder-led to systematic pipeline generation  Solving complete workflow integration challenges beyond isolated technical problems GTM Lessons For B2B Founders Match technical approach to problem structure, not trend: David identified three critical elements for his AI application: structured annotated data from historical invoice coding, recognizable patterns in implicit business rules, and human review as a feedback mechanism. He notes many founders "try to shove AI, the AI hammer to smash any nail, but they're not always the best use case." Six years ago, before modern LLMs, he used historical invoice-coding pairs as training data—solving the annotation problem that plagued early machine learning. Founders should evaluate whether their problem has the structural characteristics that make a given technology approach viable, rather than applying trending solutions to force market fit. Network quality reveals itself when you need something: David contrasts two early investors: a former acquisitions executive who promised extensive connections but delivered "not a single callback" after leaving their role, versus an asset manager who generated "hundreds" of leads through genuine relationships. The acquisitions person experienced "an existential crisis" realizing "my network was based upon my ability to have a massive checkbook behind me." Founders should recognize that network strength isn't tested until you're asking rather than giving—those who built relationships through consistent helpfulness rather than transactional power will see different response rates when they launch. Architect the founder-led to systematic sales transition: After two years of founder-led sales, David "hit that wall" and brought in Steve Farrell, prioritizing experience scaling from $3-5M to $20M ARR over industry-specific expertise. He notes warm intro calls are "very to the point" while cold outreach "starts hostile or skeptical"—requiring entirely different trust-building approaches. The shift required adding BDRs, AEs, and systematic content generation. Founders should hire sales leadership with specific stage experience before network depletion forces reactive hiring, and expect to rebuild positioning for skeptical buyers who lack pre-existing trust. Integrate solutions into existing workflow infrastructure: David emphasizes the failure mode of optimized point solutions: "They have a perfect solution from the technical problem but it's not going to work for this firm because it's not going to fit into their workflow." He maps the complete experience including integration with existing systems, training requirements, user experience, consistency, and speed. Technical superiority in isolation leads to "problems with adoption and retention." Founders should map every system, process, and stakeholder their solution touches, designing for workflow integration rather than isolated problem-solving. Sequence customer sophistication as you scale beyond innovators: David's initial customers were "leading edge folks" from his technology network who understood AI potential. As PredictAP matured, sales cycles became "much longer" with more conservative firms requiring higher proof thresholds. He learned that "initial sales have to be very successful and you have to have customers that advocate for you" because mainstream buyers need extensive social proof. Founders should recognize that early adopter ICP differs fundamentally from mainstream buyers—what closes innovators (technology potential) differs from what closes pragmatists (proven ROI and references), requiring distinct positioning and sales approaches for each segment. // 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