Integration & Automation Platform for Medium-Size Businesses | Founder & CEO @ PROCESIO
We made more than 10 pivots in 4 years. ⠀ The last one almost didn't happen because from the outside, everything looked like it was working. ⠀ We had a fast growth, closed big deals, generated more revenue, solved real problems, and our clients were happy. ⠀ But we were selling to the wrong people. ⠀ PROCESIO is an enterprise-grade platform, and we sold it to business people instead of technical people. We did that because it was easier. Business people faced very specific challenges and needed fast solutions that their IT departments couldn't deliver in time. Not because their IT department lacked the technical capacity, but because IT was already suffocated by an existing roadmap. So we stepped in, integrated fast, and solved those challenges with our PROCESIO technology. ⠀ But the IT departments did not adopt our technology. ⠀ They approved it, ran the security screening, had oversight, but they were not using it themselves. ⠀ And what does that mean? It means our technology was just like a book on a shelf that you never read, and at the end, you forget you even had it. ⠀ That's when we asked ourselves the real question. The question was not "are we growing?" but "is this something we see ourselves doing in the next 10 years?" And the answer was NO. ⠀ That was the moment we understood we needed to pivot. ⠀ But we had to go through the process and sell PROCESIO the way we sold it, because we needed to learn the lessons that led to the last pivot. ⠀ We realized that the way to scale, and our purpose as a company and as a technology, was to put this building technology in the hands of builders. PROCESIO is built by builders for builders. Now we put the technology in the hands of the builders, which is the IT department. They use it to integrate systems, migrate legacy platforms, and build actual code from scratch. The IT department can now do everything in PROCESIO directly, without wasting months or years building the foundation. ⠀ Revenue can hide the wrong direction for years. But we stopped looking at the numbers and started looking at who was actually using what we built. From the outside, the pivot was not that obvious. From the inside, it was exactly the right step we had to take.⠀
The hardest conversation to have with a leadership team is that the pipeline looks healthy and the strategy is still wrong. Revenue moving makes everyone want to stay the course. The ICP problem is almost never visible from the top of the funnel. You have to follow the customer all the way through to find it.