Venture backed cybersecurity software at roughly one to two million in revenue, in a category buyers did not yet have a name for.
The company was selling a capability its buyers did not yet have a budget line for. Every deal was an education cycle, pipeline was being read as demand, and marketing spend was scaling the confusion faster than the category.
The go to market was built from the ground up, positioning through pipeline, with the sales motion and the marketing engine designed as one system rather than two departments.
The advisory seat after the acquisition.
An advisory seat on growth and the security fabric after the acquisition above, inside the acquiring company. Described by shape at the company’s request.
Against the company’s own reporting at engagement start, not against forecast.
Shared with the company’s team. Liquid Lock does not claim results it did not operate.
Sponsor side and founder side references available at the second conversation.