Every sales tool is built for sellers. Nobody gives a shit about buyers. That's why everyone loses.
Our mission: Build a world where every GTM interaction in B2B actually matters to both sides.
Here's why that mission exists and why it's not just another corporate platitude.
You know that scene from "Through the Looking-Glass" where Alice has to run as fast as she can just to stay in place? That's modern B2B sales. We've created a system where every participant—sellers, buyers, the tools themselves—are trapped in an endless arms race that benefits nobody.
When email automation arrived, sales teams could send 10x more emails. The promise was simple: more outreach equals more pipeline equals more revenue.
But this is what happened: open rates dropped 10x. ROI per hour stayed exactly the same. Then came LinkedIn automation, chatbots, AI SDRs. Same pattern every time: more volume for sellers, more noise for buyers, no improvement for either side.
The system just recalibrates to a new equilibrium where everyone works harder for the same results.
Like the Red Queen said: "It takes all the running you can do, to keep in the same place."
The problem isn't automation itself. It's that we keep optimizing for the wrong thing.
Because every tool optimizes for one side of a two-sided transaction. Sellers want more leads, faster outreach, bigger pipelines. Buyers want relevant solutions, at the right time, without spam. These aren't competing interests—they're complementary. But every tool treats them like a zero-sum game where one side's gain is the other's loss.
Tools help sellers "overcome objections," "bypass gatekeepers," and "drive urgency." The language itself reveals the mindset: buyers are obstacles to overcome, not partners to collaborate with.
Wait—bypass gatekeepers? That's literally admitting the person doesn't want to talk to you.
This adversarial framing creates a vicious cycle. Sellers use tools to push harder, so buyers build higher walls. Sellers find ways around those walls, so buyers build better filters. Each side invests more energy defending against the other instead of working together. We've turned what should be a collaborative process—matching problems with solutions—into trench warfare.
We've accepted this dysfunction as normal. We celebrate the hard-charging closer who won't take no for an answer.
Think about how absurd this is from first principles. A company has built something valuable. Another company needs exactly that thing. In a rational world, connecting them should be easy. Instead, we've built an entire industry around making this connection as difficult as possible.
The average enterprise deal takes 4-6 months, involves 11 stakeholders, and requires 27 touches per prospect. Not because the solution is complex, but because trust has completely eroded.