Infera: about 70 sales opportunities in a market with very few buyers
Infera builds AI documentation for medical devices. The buyers are a narrow set: regulatory affairs leaders, CDMOs and medical-device companies. In about five months the engagement produced roughly 70 sales opportunities with them, and the founder's verdict on quality is that not one of them wasted his time.
The situation, the work, the outcome
The situation
A lean founding team out of the medical device world. New conversations came from conferences and from networks the team could see congregating on LinkedIn, and both were capped by the hours the founders could spend on them.
The work
Research first, then ICPs built with the industry already understood rather than handed over as a form to correct. Outreach aimed at regulatory affairs, CDMOs and medical-device companies, with targeting changed quickly whenever a persona or a campaign stopped earning its place.
The outcome
Roughly 70 sales opportunities in about five months. Dozens are still open and deep in the pipeline after several meetings each, and the company has since started hiring its first in-house salesperson to work alongside the channel.
Told by the operator who lived it
“I've never had a conversation that is a waste of time.”Harry Blumsack · Founder & CEO, Infera · AI documentation for medical devices.
“…conference follow-up was easy for the people that we interfaced with but there are usually hundreds or thousands of people that you don't interface with.”On what outbound looked like before
“…the work that you put in behind the scenes showed that you obviously have expertise in how you go about doing the outbound and sourcing and the lead communication and qualification.”On why it was an easy decision
“…if you can cast a wide net but make sure you're fishing in the right part of the ocean…”On why this kind of outbound reads differently
What the engagement actually looked like
Infera comes out of the medical device industry. Developing a device means producing a tremendous amount of documentation, technical, clinical and regulatory, and a lot of it is still done very manually. Going through that for the third and fourth time convinced the founders there had to be a better way. The platform now pays attention to how a team works day to day, takes the artifacts of that work, and turns them into documentation for review and eventual audit or submission to a regulator.
Before the engagement, new conversations came from two places: conferences, and networks the team could see on LinkedIn where a density of the right professionals was congregating. Both worked and both had a ceiling. LinkedIn outreach was limited by the time available for it, and conference follow-up only covered the people they had actually met.
Hiring was not the obvious fix. Being lean has real drawbacks, and one of them is that “you don't necessarily have the time to do the foundational work that you need” to keep a sales process cycling. Sourcing, reaching out and following up is a lot of work, and Harry was not ready to fill that gap with a full-time person while the company was still learning what the channel should be. He wanted to learn with a partner.
There was a benchmark to beat. An earlier arrangement with a fractional salesperson took “probably a month to get to the point where we were just getting started with some systems integration”. What made this decision easy by comparison was that the research, the ICP work and the industry reading had already happened before anything was signed, and the team asked to be corrected rather than presenting a finished answer.
The other thing he points at is how the outbound itself was built: knowing the small things that take years to learn, not burning a sender reputation, keeping the flow human and interactive, integrating with their systems and then teaching the team better ways to use their own tooling.
Over about five months the channel produced roughly 70 sales opportunities across regulatory affairs, CDMOs and medical-device companies. When a buyer persona or a campaign turned out to be wrong, the shift was fast, and nothing was treated as fixed once set. Harry counts “dozens that have been excellent that are still ongoing conversations that are in our pipeline, deep in our pipeline”, and one of them was close enough that he planned to meet the person in Europe while travelling.
On the usual objection, that outbound is dead, his answer is that outbound done improperly wastes everybody's time, and that the difference is whether you are reading buyer intent and signals well enough that the person on the other end has something to gain. Nobody has got on a call with him and asked why they were talking.
The company is now bringing on its first in-house salesperson and treating this as an augmented outbound team rather than a replacement for one.
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