Enterprise sales with no product: he landed a Big Four firm, then refused the ten-person pilot. Christian Lund is the co-founder of Templafy, a document generation platform used across large enterprises. He and his co-founder spun it out of an on-premise business and started over with two engineers and no product to sell. They sold a point of view instead of software, identified roughly 800 people mature enough to have the conversation, and raised their first funding round close to 12 months before the product existed. Templafy now runs at eight figures in revenue with a couple of hundred employees. Stay for 21:00 where Christian explains how Templafy ended up writing the evaluation criteria its own competitors were later scored on. SPONSORED BY HOBBES Hobbes runs personalized product demos on your website 24/7 and books qualified buyers straight onto your team's calendar. Don't book a demo, take one: https://saasclub.io/hobbes š KEY LESSONS š¢ Sell your point of view before product: In a technology shift, enterprises buy people who understand the transition. Templafy won a Big Four firm on domain expertise alone, then co-created the product with the customer. š¤ Answer pilots with "yes, if" not no: Christian never refused a proof of concept. He attached conditions on proof criteria, budget, timeline, and rollout, and walked away when any of them were missing. šÆ Define what you are proving first: A trial to see whether someone likes the product proves nothing. Agreeing the exact pass conditions upfront turns a pilot into a decision, not an experiment. ā” Setting the criteria shapes the competition: Because Templafy defined the proof points first, prospects who later ran competitive evaluations often scored every vendor against Templafy's own criteria. š§ Disqualify rather than convince: Christian filters for buyers who already accept the market is changing. He argues sales has nothing to do with convincing people, and that defending buyers cost too much time. š Land wide, then go deep: Enterprise security and procurement cost the same for ten users or a hundred thousand, so Templafy pushed for company-wide rollouts first and expanded into team use cases after. š Being too far ahead has a real cost: Templafy's AI messaging ran ahead of what buyers wanted. Christian's rule is that you can be fifteen percent ahead of the market, but not eighty, or you lose the conversation. ā±ļø TIMESTAMPS 00:00 Introduction 01:38 What Templafy does and the size of the business 02:21 Seeing the cloud shift and spinning out of the on-premise business 04:42 Two founders, two engineers, and a year of unlearning 07:24 Selling thought leadership instead of product 09:00 Getting in front of enterprises using an unfair advantage 10:19 Targeting 800 people with specific messaging 10:57 Raising funding twelve months before the product 12:47 Building V1 without building a faster horse 14:22 Why every enterprise customer is its own market 16:09 Landing wall to wall instead of land and expand 18:01 The ten-person pilot problem 20:02 "We didn't say no, we said yes if" 20:46 What to prove, and what happens after 21:00 Writing the criteria your competitors get scored on 25:22 How the first customer rollout actually went 28:57 Disqualification as a sales strategy 32:02 Resetting the company again for AI 35:40 The messaging mistake: fifteen percent ahead, not eighty 38:59 Uphill skiers and downhill skiers 40:51 Lightning round š§ Full Show Notes: https://saasclub.io/491 š Get weekly 5-minute SaaS insights: https://saasclub.io/email #SaaS #EnterpriseSales #B2BSaaS #FounderLedSales