Unity SCM’s Counter-Intuitive Customer Strategy: Why They Rejected Free Trials and Design Partners

Unity SCM’s Counter-Intuitive Customer Strategy: Why They Rejected Free Trials and Design Partners

Most B2B SaaS startups follow a familiar playbook: offer free trials, recruit design partners, and gradually convert them to paying customers. Unity SCM threw this playbook out the window. In a recent episode of Category Visionaries, founder Amir Taichman shared why starting with paying customers – though harder – provided clearer market validation and stronger customer relationships.

The Conventional Wisdom

The typical early-stage startup strategy makes intuitive sense: lower the barrier to entry, get feedback, and refine the product before asking customers to pay. But Unity saw fundamental flaws in this approach. As Amir explains, “We made really early on the decision to not go down the path of design partnerships or giving out the product for free for betas. We said, no, we’re going to actually try the trauma of that first customer.”

The First Customer Challenge

Unity’s first potential customer came through Stanford’s alumni network – a VP of inventory planning at a billion-dollar industrial manufacturing company. What started as a feedback conversation evolved into identifying a clear use case. But even with an interested prospect, closing the deal required overcoming their own hesitation.

Amir recalls a telling conversation with his cousin in sales: “Why aren’t they signing the contract? And I told him, well, I didn’t send them a contract. And he’s like, so how are they going to sign a contract if you haven’t sent them anything?”

The Hidden Benefits of Higher Barriers

While this approach made customer acquisition more challenging initially, it provided unexpected benefits. “It made the first part harder because it created a higher bar that an opportunity needed to cross,” Amir notes. “But at the same time, it kind of forced us to be more sincere with ourselves on why people are saying no or why people are saying yes.”

This higher bar led to clearer market validation. Rather than confusing polite interest with genuine demand, Unity could measure their progress through actual purchasing decisions. As Amir explains, “Later on when we managed to say, look, here’s paying customers and this is what they’re doing with us, it made everything much more concise around what is it that we’re doing? What problems are we solving? What are people willing to pay for and what people are not willing to pay for?”

Building Long-term Customer Relationships

This strategy also shaped how Unity approached customer relationships. Instead of treating early users as beta testers, they focused on delivering real value from day one. “If you have happy customers using your product… they’ll introduce you to new problems,” Amir shares. “And while every company thinks they’re a snowflake, they’re not. The same problems exist for other companies with similar characteristics.”

The Results

Today, Unity has over 25 paying customers and growing. Their first customer, signed over two years ago, remains a satisfied user who has helped them identify new use cases and opportunities. This validation through real customer relationships has provided a strong foundation for sustainable growth.

For B2B founders, Unity’s experience offers an important lesson: while conventional wisdom often pushes for reducing friction in early customer acquisition, sometimes creating intentional friction can lead to stronger validation and more sustainable growth. The key is ensuring that friction serves a purpose – helping you better understand your market and build stronger customer relationships.

As Amir puts it, “There’s a very intricate set of relationships between the different aspects of your business… At any point of the company’s lifecycle, you are trying to get to an equilibrium where all these different pieces kind of hum along effectively together.” Sometimes, the harder path leads to better equilibrium.