“Great Product Won’t Solve Marketing”: Key Marketing Lessons from Customize’s Enterprise Journey

“Great Product Won’t Solve Marketing”: Key Marketing Lessons from Customize’s Enterprise Journey

Technical founders often believe exceptional products sell themselves. In a recent episode of Category Visionaries, Customize founder Stoyan Zulyamski candidly admitted this was his biggest marketing mistake: “My engineering background was thinking that having a great product will solve the marketing problem, which is totally wrong.”

This realization sparked a fundamental shift in how Customize approached enterprise marketing. Having spent years managing a $40 million IT budget and later working at a private equity fund acquiring companies, Stoyan had deep technical credibility. But translating that expertise into effective marketing required a complete mindset shift.

The first lesson came from their initial attempts to sell based purely on cost savings. “I think the biggest mistake that I made was telling customers directly what the product would do for them,” Stoyan explained. “Not that it’s such wrong message, but I think first, for every entrepreneur it’s very important to understand the problem of the audience.”

This insight led to their first major marketing pivot: focusing on the customer’s process rather than the product’s features. “Telling them that organizing their processes leading to efficiency would be a better statement than just saying that one product will give you 30% savings,” Stoyan shared. “I think this is a little bit fishy and I don’t do it anymore.”

Their marketing evolution accelerated when they recognized the complexity of enterprise buying cycles. Instead of a single message, they needed to speak to multiple stakeholders. “First of all, the CTO and the vice president of engineering… because these people are analyzing how costumes will be plugged into their ecosystem and help them,” Stoyan explained. But they also needed to reach “finance and procurement are two very important teams because procurement talks to the cloud provider and they’re walking the commitment with the clouds.”

This multi-stakeholder approach required developing different value propositions for each audience. Technical leaders needed to understand integration and implementation. Finance wanted ROI metrics. Procurement needed to understand how Customize fit into existing vendor relationships.

Their channel strategy evolved similarly. Initially selling directly to customers, they shifted to cloud marketplaces after recognizing enterprise buying patterns. “Before were offering ourselves outside, but because customers are having commitments to these cloud providers, it’s easier for you to grow when you’re on the marketplace,” Stoyan noted.

The most sophisticated evolution came in their category positioning. Rather than remaining in the narrow “cloud cost management” space, they repositioned as an operating system for cloud optimization. This broader positioning better aligned with enterprise digital transformation initiatives and opened conversations about strategic value rather than tactical cost savings.

Their marketing now focuses heavily on education. “I think I spent most of my time educating customers why this is important,” Stoyan shared. This educational approach works particularly well in their market because, as he explains, “That can better done via excellent marketing in terms of developing the stories and telling them why it’s important before you go to the cloud, while you’re migrating, and after your migration phase.”

For technical founders selling to enterprises, Customize’s journey offers valuable lessons in marketing evolution. Success requires moving beyond product features to understand and address the complex needs of enterprise buyers. It means developing multi-stakeholder messaging, aligning with enterprise buying patterns, and positioning your solution within broader strategic initiatives.

The key insight? Enterprise marketing isn’t about explaining what your product does—it’s about showing customers how it helps them achieve their strategic objectives. Sometimes the best marketing strategy is to stop talking about your product entirely.