Openpath’s Playbook: Why Cloud-Native Architecture Is Your First GTM Decision

Openpath’s Playbook: Why Cloud-Native Architecture Is Your First GTM Decision

Most founders split their early decisions into two buckets: product architecture and go-to-market strategy. They choose their tech stack based on what they can build fastest, then figure out how to sell it later. In a recent episode of Category Visionaries, Scott Dorey, Co-Founder of Openpath, revealed why this separation is fundamentally wrong—and how making architecture your first GTM decision unlocked advantages that competitors with decades of market share still can’t replicate.

The Decision That Defined Everything

Before Openpath wrote a single line of code, Scott and his team made a choice that would determine every go-to-market motion for years to come. “We wanted to build something that was inherently cloud native from day one,” Scott explains. “Everything was designed to be in the cloud, API first, mobile first.”

This wasn’t a technical preference. It was a strategic bet that cloud-native architecture would create GTM advantages that legacy competitors couldn’t match without rebuilding their entire business. The access control industry was dominated by on-premise systems requiring physical servers, on-site management, and manual updates. Openpath decided to compete on a completely different axis.

The specific choices mattered: “We built it on AWS. We built a iOS and Android app from day one.” Not cloud-compatible. Not cloud-ready. Cloud-native from the foundation up, with mobile as the primary interface rather than an afterthought.

How Architecture Unlocked Pricing Model Innovation

Cloud-native architecture didn’t just change what Openpath could build—it changed how they could sell. Legacy access control systems required massive upfront capital expenditure. Customers bought servers, installed software, and paid for professional services before seeing any value. This pricing model favored incumbents with established relationships and long sales cycles.

Openpath’s cloud architecture enabled subscription pricing. No servers to buy. No on-premise software to install. Customers could start small and scale up, paying monthly rather than making six-figure commitments upfront. This fundamentally changed who could buy and how quickly they could decide.

The business model shift opened doors to customers who would never consider traditional access control. Startups and growing companies could implement enterprise-grade security without enterprise-level capital. The pricing model became a distribution advantage, and it only worked because of architectural decisions made before they had a single customer.

Mobile-First as Market Expansion

The decision to build iOS and Android apps from day one seemed extravagant for an early-stage startup. Building and maintaining mobile apps requires significant ongoing investment. But this “extravagance” became Openpath’s primary wedge into new markets.

When COVID-19 hit and offices emptied, Openpath’s architecture revealed unexpected advantages. Touchless access became critical for healthcare facilities trying to reduce transmission risk. The mobile-first approach, originally designed for user convenience, transformed into a safety feature.

Scott describes the impact candidly: “Obviously during COVID, it wasn’t ideal for us. We were definitely impacted. People were not renewing, they were going out of business, they were not in their offices.” But the mobile architecture allowed rapid pivoting to healthcare and other essential facilities where touchless access wasn’t nice-to-have—it was mission-critical.

Competitors with badge-centric systems couldn’t pivot as quickly. Their architecture required physical touch points. Openpath’s mobile-first approach, embedded in the foundation, created market optionality that saved the company during existential crisis.

API-First Architecture as Channel Strategy

Perhaps the most underappreciated architectural choice was API-first design. Scott explains their distribution approach: “We work a lot with systems integrators and security dealers to install and service our systems at our customers.” This channel partnership strategy became central to scaling, but it only worked because of architectural decisions.

Systems integrators need products they can easily integrate with other building systems. API-first design made Openpath the easy choice for partners building comprehensive solutions. Rather than fighting with proprietary protocols, partners could connect Openpath to access management systems, visitor management platforms, and building automation tools through clean, well-documented APIs.

The architecture transformed channel economics. Partners could implement Openpath faster, integrate it more completely, and deliver more value to end customers. This made them advocates rather than just resellers. The technical decision enabled a go-to-market motion that wouldn’t have worked with closed, proprietary architecture.

Cloud-Native Enabling Viral Expansion

Openpath’s most effective growth lever—viral expansion within accounts—was directly enabled by cloud architecture. Scott describes the pattern: “We can get into one building and then spread out virally throughout that organization to other buildings.”

Traditional on-premise systems made expansion painful. Each new building required new servers, new installations, and new IT projects. The friction killed organic expansion. Openpath’s cloud architecture meant expanding to additional locations required minimal incremental work. A satisfied customer could roll out the solution across their portfolio without massive professional services.

This wasn’t just easier—it was a different economic model entirely. Customer acquisition costs dropped because one sale could become ten without proportional sales effort. Lifetime value increased because expansion was frictionless. The architecture enabled the entire growth equation to work differently.

The Enterprise Play Nobody Saw Coming

When Openpath started moving upmarket, their cloud-native architecture provided unexpected advantages. “In the last couple of years, we’ve moved much more up market. We’re going after the big buildings, big customers, enterprise, Fortune 500, 1000 type customers,” Scott shares.

Enterprise customers demanded capabilities that would have been impossible with on-premise architecture: centralized management across hundreds of locations, real-time reporting and analytics, seamless updates without downtime, integration with enterprise identity systems. Every requirement played to Openpath’s architectural strengths.

Competitors trying to serve enterprise customers had to retrofit cloud capabilities onto legacy systems. The results were predictably clunky—cloud-compatible but not cloud-native. Openpath’s architectural head start meant they could deliver enterprise features competitors couldn’t match, even with decades more resources and market presence.

The Compound Effect of Right Architecture

Looking at Openpath’s trajectory, every major GTM success traces back to architectural decisions made before they had revenue. Cloud-native enabled subscription pricing. Mobile-first enabled the healthcare pivot. API-first enabled channel partnerships. Cloud architecture enabled viral expansion and enterprise capabilities.

These weren’t lucky coincidences. Scott and his team understood that architecture and go-to-market are inseparable. The right architectural choices create GTM optionality. Wrong choices constrain your options forever, forcing you to fight uphill against competitors who made better foundational decisions.

The Framework for Your Next Company

The principle extends beyond Openpath. When making early architectural decisions, founders should ask: How does this choice enable or constrain customer acquisition? What pricing models does this architecture support? Which distribution channels does this make possible? Can this architecture support viral expansion? Will this create or eliminate partnership opportunities? How will this choice affect moving upmarket later?

These aren’t product questions—they’re GTM questions disguised as technical decisions. Scott’s insight was recognizing this before building anything. Most founders learn it too late, after they’ve built architecture that constrains their market approach for years.

The access control industry had decades of accumulated best practices about how to build these systems. Openpath ignored all of it and rebuilt from first principles with GTM advantages as the primary design criterion. That decision—treating architecture as strategy rather than just engineering—made everything else possible.