Certa’s Controversial Take on B2B Marketing: Why They Refuse to Outsource Any Core Functions
In an era where outsourcing has become the default strategy for B2B startups, Certa stands out for doing exactly the opposite. In a recent episode of Category Visionaries, founder Jag Lamba revealed why building internal capabilities has been crucial to their enterprise success.
The Anti-Outsourcing Philosophy
“I’m always opposed to outsourcing things,” Jag states firmly. “I think a firm needs to own these capabilities and that’s the only sustainable way.” This isn’t just a preference—it’s a core principle that shapes everything from their marketing to their sales approach.
To illustrate this philosophy, Jag uses a compelling analogy: “Agencies are lasers. They can come in, they can help for a project, but they’re not going to be the one who will sustain you, spreading your message and sharing your message.”
Why Most Companies Get It Wrong
The problem with the typical B2B outsourcing approach becomes particularly evident in sales development. Many companies rely on external SDR agencies to book meetings, but Jag sees this as fundamentally flawed. “The only way to do outreach effectively is in a highly targeted manner,” he explains.
This is especially critical for enterprise sales, where brand reputation is everything. For Certa, their focus on large enterprises demands a more careful approach: “We’re lucky that we focus on the largest enterprises only, which means it’s classic account-based marketing. So that’s what makes it easier for us to not be spammy.”
Building the Internal Engine
Instead of relying on agencies, Certa invested heavily in building their own team. “It’s all about the team,” Jag emphasizes. “The agency is like… I think many folks use this analogy of lasers versus just a light bulb to light up a room.”
This investment in internal capabilities extends to their marketing approach. Rather than outsourcing content creation or campaign management, they’ve built a team focused on customer education. “For B2B SaaS, I really think that’s the best and the only way to look at marketing. It’s not about branding, if you will, it’s all about education. It’s about raising awareness.”
The Three-Month Rule
While Certa isn’t completely against using external help, they have a strict rule: “Anything more than three months I think is a mistake.” This applies to all functions, from marketing to sales development. The logic is simple—if a function is important enough to need external help for more than three months, it’s important enough to build internally.
Results of the Strategy
This approach has led to remarkable results. “We’ve been able to successfully deploy Certa at every single client we’ve sold Certa to,” Jag notes. This perfect deployment record stems directly from their commitment to building deep internal capabilities.
Lessons for B2B Founders
For founders weighing the build vs. buy decision, Certa’s experience offers several key insights:
- Short-term efficiency often comes at the cost of long-term effectiveness
- Core capabilities should be owned, not rented
- Enterprise relationships require consistent, high-quality engagement that’s hard to outsource
- The three-month rule provides a clear framework for decision-making
The Future of B2B Marketing
Looking ahead, Jag envisions a world where business relationships become seamless while remaining secure: “Companies will be able to onboard and work with each other with one click.” Achieving this vision requires deep expertise and capabilities that can’t be effectively outsourced.
For B2B founders, Certa’s story offers a compelling alternative to the standard outsourcing playbook. While building internal capabilities might seem slower initially, it creates a stronger foundation for sustainable enterprise growth. The key is identifying which functions truly need to be owned—and having the courage to invest in building them properly.
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