TeamBridge's value is its 'Lego block' flexibility, but customers in legacy industries expect cookie-cutter tools. Overcoming sales objections requires an educational process, reframing the software from a simple utility to a customizable, revenue-generating asset.
TeamBridge's initial 'talk to anyone' strategy was unfocused for go-to-market. However, it forced them to build versatile, 'Lego-like' technological primitives. This accidental architectural decision became a key differentiator, enabling them to rapidly serve new verticals later.
TeamBridge initially built a scheduling tool, but customers revealed the real problem was workflows and automations stuck in spreadsheets *surrounding* the schedule. Pivoting to solve this deeper, systemic pain led to making more money in one month than the previous two years combined.
Initially, the founders' pitch to 'build anything' fell flat. They found success by shifting to an honest story: 'We built amazing tech at Uber and want to bring it to your industry.' This attracted visionary customers who bought into the ambition and team credibility, not just current features.
When entering a new market like NFL stadiums, TeamBridge doesn't fake expertise. Their pitch is honest: they have a powerful platform from other industries and are seeking an innovative partner to co-create the solution for that vertical. This attracts the right kind of early adopter.
Instead of pushing a failing product, the founders used their first two years to listen to the market. This 'doldrums' period was a strategic investment in discovery, allowing them to uncover the true customer need and pivot away from a sunk cost fallacy, leading to explosive growth.
For their seed round, the founders scheduled all VC meetings back-to-back over just two days. This tactical move not only manufactured urgency and social proof among investors but also served as a forcing function to rapidly refine their pitch with each successive meeting.
Founders often jump to demoing exciting features. TeamBridge learned to resist this urge. Their sales calls now begin with extensive discovery, without mentioning product features. This allows them to identify and hold onto the prospect's key pain point to address directly in the demo.
The founders discovered at Uber that drivers valued the app's agency and ease of use more than higher pay. This insight became TeamBridge's mission: providing a modern, self-service software experience to hourly workers in other industries as a key differentiator for employers.