Cost-to-Judgment Model
Connect the buying committee, pilot design, pricing and sales narrative to the buyer's operating decisions and definition of value.
Grow & Transact
Buyer-Lens Go-to-Market
We've sat on both sides of the table: buying outsourced operations, and delivering them.
Currently leading go-to-market for LabelFort, a sovereign, on-prem data annotation platform for DPDP-regulated buyers.
01 / You're here if…
Vendors selling to operations
02 / The question we answer
Why would an operations buyer approve this, and what pilot proves it?
03 / How we work
Built around the work that matters.
Help AI, data and services vendors sell to operations, GCC and CX leaders through buyer-led pilots, pricing and enterprise narratives.
Diagnostic Sprint
A 2–4 week Diagnostic Sprint reviews the buyer, offer and enterprise sales narrative. It identifies the priorities for pilots, pricing and deal reviews before agreeing the delivery scope.
Where operating confidence breaks down.
You sell AI, data or services, but operations, GCC and CX leaders need to see how your offer fits the decisions and risks they own. You need a buyer-led way to connect pilots, pricing and the enterprise sales narrative to operational value.
What we deliver
- 01An ICP and buying-committee map for operations, GCC and CX buyers.
- 02Pilot and POC design that buyers can approve.
- 03Pricing tied to operational value.
- 04An enterprise sales narrative built around the buyer's operating priorities.
- 05Deal reviews through the buyer's lens.
04 / Framework used
A clear way to make progress visible.
05 / Relevant case
Why the incumbent won
At Jumio, between 2022 and 2023, we ran a full RFI and RFP to outsource our back office. A new vendor came out on top, and our incumbent wasn't even in the running. Then the decision paused. When it restarted, our priorities had changed: no reselling partnership, and a firm requirement to move our people across with their jobs retained. We added the incumbent to the evaluation, and it won. Not on price or pitch, but because it was strongest on what we now cared about: people processes, continuity, and the lowest risk to the operation, since it already ran half our capacity. We reset SLAs and pricing, and moved the work. The lesson for vendors: buyers rarely buy the best solution. They buy the lowest-risk path to their operating priorities, and those priorities shift.
Chirayu Vaidya, Founder & Managing Partner (former Head of India GCC, Jumio)
We ran the selection as the buyer. That is the lens we bring to vendors selling into operations.
Read the full case study →Frequently asked questions
It is for AI, data and services vendors selling to operations, GCC and CX leaders. The work connects your offer to the decisions, risks and operational value those buyers own.
The approach draws on experience on both sides of the table: buying outsourced operations, and delivering them. It connects the buying committee, pilot design, pricing and enterprise sales narrative to the buyer's operating priorities.
The deliverables include pilot and POC design that buyers can approve, and pricing tied to operational value. They also include an ICP and buying-committee map, an enterprise sales narrative and deal reviews.
It starts with a 2–4 week Diagnostic Sprint reviewing the buyer, offer and enterprise sales narrative. The sprint identifies priorities for pilots, pricing and deal reviews before the delivery scope is agreed.
How we share the work
Clear commitments on both sides
We commit
Method and process quality, agreed deliverables on schedule, controls installed and handed over, senior time.
You own
Decisions within agreed timelines, staffing and access to people and data, adoption, business results.
Preconditions in every proposal: a named sponsor, decisions within an agreed number of days, and access to data and people. If the Diagnostic Sprint does not deliver the agreed outputs, we complete it at no extra fee.
Next step
Book a Diagnostic Sprint call