Selling enterprise-grade products to startups can be problematic, especially if the product is designed for larger companies with different needs.

Entering the Enterprise market can be daunting, but it's a necessary step for growth and innovation. An engineer left the company, stating that we wouldn't succeed in the enterprise market and that the company was going to fail.

To expand into enterprise companies, we need to address their specific needs while ensuring our core product remains effective for them.

When entering new markets, you may initially spend into negative ROI, but understanding the maturation curve of that market is essential for long-term success.

Expanding into new markets is a mix of deliberate planning and opportunistic decisions, often influenced by partnerships and cultural fit with the product.

Understanding the decision-making process and budgeting cycles of your customers is crucial for successfully selling enterprise software solutions.

It's a misconception that selling to startups is easier than selling to enterprises; startups may not have the problem your product solves, making sales more difficult.

In enterprise sales, building personal relationships and being persistent are crucial for success and shortening the sales cycle.

Big companies struggle to adapt quickly to new technologies, giving startups an advantage in securing enterprise contracts by being agile and innovative.