Two founders. Two engineers. No product. Christian Lund closed one of the Big Four accounting firms as Templafy's first customer before the software existed, by selling a point of view instead of a demo. When that customer asked to start with ten people, he didn't say no. He said "yes, if."

Christian breaks down his approach to selling to enterprise without a product, why he answered every ten-person pilot request with "yes, if," and how fixing the proof criteria upfront turned trials into company-wide deals. He also explains why disqualifying prospects beats trying to convince them.

Templafy now runs at eight figures in revenue with a couple of hundred employees. Christian and his co-founder spun it out of an on-premise document business, raised their first funding round close to twelve months before the product existed, and are now rebuilding the company again for the AI shift.

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🔑 Key Lessons

• 🏢 Sell your point of view before you sell product: During a technology shift, large enterprises buy people who understand the transition. Templafy won a Big Four firm on domain expertise alone, then co-created the product with them.
• 🤝 Answer pilot requests with "yes, if" rather than no: Christian never refused a proof of concept. He attached conditions on proof criteria, budget, timeline, and the rollout that follows, and walked away when they were missing.
• 🎯 Define what you are proving before any trial starts: A POC to see whether someone likes the product proves nothing. Agreeing the exact pass conditions upfront turns a trial into a decision rather than an experiment.
• ⚡ Setting the criteria shapes the competition: Because Templafy defined the proof points first, prospects who later ran competitive evaluations often used Templafy's criteria to score every vendor in the process.
• 🧠 Disqualify rather than convince: Christian's team 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 to pursue.
• 🚀 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 specific team use cases afterwards.
• 📉 Being too far ahead is 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 entirely.

Chapters

• Introduction
• What Templafy does and the size of the business
• Seeing the cloud shift and spinning out of the on-premise business
• Two founders, two engineers, and a year of unlearning
• Selling thought leadership instead of product
• Targeting 800 people with specific messaging
• Raising funding twelve months before the product
• Why every enterprise customer is its own market
• The ten-person pilot problem
• "We didn't say no, we said yes if"
• Writing the criteria your competitors get scored on
• Disqualification as a sales strategy
• Resetting the company again for AI: fifteen percent ahead, not eighty
• Uphill skiers, downhill skiers, and the lightning round

Resources

• Full show notes: https://saasclub.io/491
• Join 5,000+ SaaS founders: https://saasclub.io/email