Esper’s Enterprise Sales Evolution: Selling Complex Tech to Non-Technical Decision Makers

Esper’s Enterprise Sales Evolution: Selling Complex Tech to Non-Technical Decision Makers

For technical founders, selling complex solutions often feels like translating between languages – you know exactly what your product does, but conveying that value to non-technical stakeholders can be challenging. In a recent episode of Category Visionaries, Esper CEO Yadhu Gopalan shared how they’ve mastered this translation.

The Technical Expert’s Challenge

As a self-described “introvert by design” with deep technical expertise, Yadhu faced this challenge personally. “I’m really comfortable if you put me in a bunch of people who know my domain,” he shares, “but outside of the domain, I was always very uncomfortable.”

This discomfort with crossing domain boundaries is common among technical founders. Yet Yadhu’s experience at Amazon helped prepare him for this transition. When assigned to the Amazon Go project, he remembers thinking, “I don’t know anything about retail.” But this experience taught him how to apply technical expertise to new domains.

Finding the Right Champion

A key insight in Esper’s sales evolution was identifying their true champion within organizations. “Many of our purchases are the chief product officer or the CTO or the engineering lead versus the IT person,” Yadhu explains. This understanding helped them tailor their message to technical leaders who could grasp both the technical and business implications.

Learning to Let Go

One of the biggest shifts in selling to enterprise was learning to rely on domain experts. “You have to kind of let the experts tell you what to do and then be able to kind of hone in on the questions you need to ask to make sure that you understand, rather than try to understand everything about it,” Yadhu shares.

This approach represented a significant change from his engineering background, where he notes, “As an engineer, I went deep all the time because I had to understand every aspect.” Instead, success in enterprise sales required understanding enough to guide conversations while trusting others’ expertise.

The Universal Problem Approach

Rather than getting lost in technical details, Esper focuses conversations on universal challenges. “Whether you’re sending software to a point of sale, to a washing machine, to a car, or to a healthcare monitoring, you’re trying to do the same thing,” Yadhu explains. This approach helps non-technical stakeholders understand the value proposition through familiar contexts.

Building Trust Through Success

Esper’s enterprise sales strategy leans heavily on customer success. “Their success means our success,” Yadhu emphasizes. “We will always double down because we have that philosophy that I want every one of my customers to be very successful.”

This commitment to customer success has helped them build credibility across industries. “We have five of the top ten restaurant chains using Esper,” Yadhu shares, noting that each restaurant might have “15 plus devices… from the kitchen display to point of sale to their busing on their kiosks.”

Evolving the Message

A crucial lesson in their enterprise sales evolution has been the need for constant refinement. “What lands now will not be what lands in about six months to a year,” Yadhu notes. This applies not just to their product but to how they communicate its value to different stakeholders.

For technical founders navigating enterprise sales, Esper’s journey offers valuable lessons in balancing technical depth with stakeholder communication. Success comes not from making everyone understand the technical details, but from helping them understand the value in terms that matter to them.

The key is finding ways to make complex technical solutions feel accessible and valuable to all stakeholders while maintaining the trust of technical decision-makers. It’s about building bridges between technical capability and business value, one conversation at a time.