From Engineering to Sales: How Sabanto Built Their First Distribution Network in Agriculture

From Engineering to Sales: How Sabanto Built Their First Distribution Network in Agriculture

Building innovative technology is one challenge. Getting it into customers’ hands through established industry channels is another entirely. In a recent episode of Category Visionaries, Craig Rupp shared how Sabanto navigated this crucial transition in agricultural autonomy.

The Path to Productization

By 2022, after extensive development and testing, Sabanto had proven their technology worked. The next challenge was making it accessible to farmers. “The majority of 2022, were spent productizing it, giving it the ability to hand it off or let other people deploy Autonomy into their operations,” Craig explains.

This transition required more than just packaging technology – it meant creating systems that others could understand, install, and support. The result was a conversion kit that could be installed on existing tractors in about four hours, complete with detailed documentation.

Finding the Right Market Entry Point

Rather than trying to sell to everyone immediately, Sabanto identified organic farmers as their initial target market. As Craig notes, “One of the reasons why they do not switch to organic is just the labor requirements… The organic grower, they have to do tillage. Then they plant. Then they get a tineweed and they rotary hole, rotary hole. Then they cultivate, cultivate.”

This focus on organic farming provided a clear value proposition: automating labor-intensive processes that were holding farmers back from higher-margin organic operations.

Building Trust in Traditional Channels

One key realization shaped Sabanto’s distribution strategy: despite common misconceptions, farmers are actually early adopters of useful technology. “There’s this misnomer out there that farmers and people have this picture of farmers in their mind, like they’re not very technically adept or they’re technically inept, but that is so far from the truth,” Craig explains. “They’re some of the more progressive technology adopting people you will ever meet.”

This insight led to a distribution strategy that respected farmers’ technological sophistication while acknowledging their buying preferences. Instead of trying to sell directly, Sabanto built a dealer-distributor network that farmers were already comfortable with.

Creating an Open Platform

Rather than creating a closed system, Sabanto took an unconventional approach by building an open platform. As Craig describes, “What we want to do is we want to give others the ability to add or I guess contribute to agriculture. There’s a lot of implement companies out there that are really innovative, and what’s stopping them from instrumenting or creating technology on their implements is just the proprietary nature of agriculture today.”

This platform approach helped align dealers’ interests with Sabanto’s success, creating opportunities for additional value-added services and implementations.

Looking Ahead

Sabanto’s vision extends beyond just selling autonomous systems. “We’re going to be supporting farmers and our dealers across the US. And we’re going to have hundreds of systems out there. They’re going to be on multiple tractor models, makes and models,” Craig explains.

For B2B tech founders entering traditional industries, Sabanto’s journey offers valuable lessons about respecting existing distribution channels while introducing innovative technology. Success often comes not from disrupting these channels, but from understanding how to work within them effectively while still driving technological change.

The company’s transition from pure engineering to successful distribution shows that in traditional industries, the path to market often requires as much innovation in go-to-market strategy as in technology itself.