connect.
THE ORGANIZATION
A building technology company
MY ROLE
Executive strategy, positioning and business activation
A technology company needed a position that would distinguish it in a category crowded with similar claims. I worked alongside its founder to connect the human value of the offering with decisions across marketing, sales, product development and the customer experience.
What needed to change
Features, efficiency and performance mattered. But they were also the language of the category, making it hard to explain why this company deserved a different conversation.
The opportunity was to understand what people responsible for operations really needed, then establish a position strong enough to guide both how the company presented itself and what it chose to build.
What I took on
I worked with the founder to examine the offering, customer needs and the value the business could credibly promise. Owning a business myself helped ground that counsel: I understood the responsibility of choosing where to invest, what to prioritize and which opportunities to pursue with limited resources.
The human insight became central: people responsible for buildings and systems carry uncertainty every day. They need to know what deserves attention, whether operations are performing as intended and whether they are making sound decisions.
We built the position around helping them gain greater confidence. The technology explained how the company could deliver that value.
I developed the positioning and commercial narrative, then an activation framework extending across the business. It translated the position into opportunities for product development, sales and go-to-market, onboarding, service and customer growth.
I also developed a conversation guide to help the team connect technical capabilities with customer concerns and business outcomes. Throughout, we respected the expertise customers already brought. The company's role was to strengthen their judgment and visibility.
What changed
The business gained a shared strategic foundation for what it stood for, how it created value and where to invest in bringing that promise to life.
In a later conversation, the founder described how a new product release aligned with the direction: moving beyond displaying individual equipment settings toward showing customers which locations needed attention and helping them manage their desired business outcomes.
The sales team was beginning to use the broader value story, connecting frontline operational needs with the priorities of executive buyers. Early customer and prospect engagements were showing encouraging signs, with opportunities emerging around customers whose needs could grow across multiple locations. The product gave the team a tangible way to demonstrate that value.
The next step is to deepen that connection across the customer experience, using what the team learns to strengthen both the offering and the way it is sold.
For me, that is where positioning earns its value: when an understanding of people helps guide what a business builds, how it behaves and why customers choose it.
Where this applies
For B2B leaders whose offering has real value but sounds too much like the alternatives, and who need a distinctive position that guides business decisions as well as communication.
Let's talk about what makes your business worth choosing.