Briq's initial vision was to be a data layer for the construction industry. They pivoted within three months after discovering the 30-year-old accounting systems they needed to integrate with had no APIs, making their protocol idea impossible to implement.
The founder of Briq rejects the idea of ever "achieving" product-market fit. He views it as a continuous process, like staying in shape. You must work on it every day. Believing you've permanently "arrived" is a sign of complacency that will lead to failure.
Briq's pivot to RPA initially focused on extracting data. The true breakthrough came when a pilot customer asked if the bots could also perform data entry into another system. This two-way automation revealed a massive, overlooked value proposition for clients.
While preventing a single multi-million dollar mistake is a product's biggest value, it's easier to sell based on quantifiable time savings. The justification "this costs one-fourth of a new hire" is a straightforward business case for a budget holder, making the sale simpler.
Briq's most predictive signal for a new customer is company growth of over 20% year-on-year. Rapid growth exposes process flaws and creates an urgent need for headcount—all problems solved by automation. This psychographic signal is more potent than static company data.
Instead of broad webinars, Briq creates hyper-specific ones like "Airport Projects in the Southeast" designed to attract one specific target account. This tactic frames a demo as an exclusive educational event, increasing engagement from a key prospect by speaking directly to their immediate context.
Trade shows are an inefficient channel for finding new leads. If you are discovering your target accounts for the first time at an industry event, your account-based strategy has already failed. Trade shows should instead be used to meet with and accelerate deals you are already targeting.
When you sell a solution based on replacing human hours, your price becomes capped by the cost of that human. If a person costs $100k, you can't realistically charge more than a fraction of that for the software, creating a natural ceiling on your average sales price.
Beyond the champion and economic buyer, every enterprise deal has a "challenger"—someone who stands to lose power, budget, or relevance if you succeed. This person, often building a competing internal solution, can kill a deal at the final hour. You must identify and neutralize them early.