Building the marketbefore it existed.
InnerSpace had built something the world hadn’t seen before, for a market that didn’t know it needed it. It needed the brand, the story and the infrastructure to build that market. The Goods came in at the beginning and built the function from the ground up.
- Offering
- Fractional COMO
- Sector
- PropTech · Enterprise SaaS
- Stage
- Pre-seed to seed
- Scope
- Brand, investors, GTM, sales
Seed round secured, with investor materials and pitch process supported by The Goods.
Wedge use cases identified and validated in large enterprise accounts.
Brand, sales process and market tests established.
InnerSpace had built a platform unlike anything on the market: a system that used WiFi and LiDAR to generate positioning data inside large real estate footprints, giving a real-time, room-level picture of how people actually move through and use physical space. The technology worked, and it was highly accurate. No market had been built for it yet.
The team was at MVP, deep in product development and starting to raise capital. The priorities were clear: establish the brand, explain a technology most people had never encountered, and build the commercial infrastructure to reach the clients who would pay for it. None of that was going to build itself.
InnerSpace needed someone at the intersection of marketing, product and sales, building those functions while the company charted its course for growth.
- 01
Brand and investor narrative.
We started with the story. A technology this novel needed language that made it legible to investors, to enterprise buyers and to the product team itself. A creative director anchored the visual identity. We built the investor materials and worked directly in the pitch process, turning technical capability into a commercial narrative that held up in fundraising conversations.
The seed round closed at $2M.
- 02
Finding the wedge.
Early-stage B2B companies live or die on finding the use case that opens the door. InnerSpace had many possible applications. The work was to narrow them to the two most defensible, most valuable to Fortune 500 buyers, and most connected to existing budget lines. Two emerged from market testing:
- Workplace utilization
- How employees actually use office space, giving facilities managers real data on work styles and space needs to inform allocation and workplace strategy.
- Food and beverage optimization
- Visit frequency, amenity use and under-used services in communal spaces, giving operators data to improve the experience and reduce waste.
Both tied the technology to problems facilities and real estate teams were already trying to solve with poor tools. That was the wedge.
- 03
Marketing and sales infrastructure.
With the use cases set, we built the process to reach them: messaging by segment, outbound structure, market tests to validate conversion, and a pipeline approach a growing team could take over. It was done with the product and analytics teams, so what was promised commercially matched what could be delivered.
- Established the marketing function from zero
- Sourced and directed the creative director for brand identity
- Built investor materials and supported the seed round pitch process
- Identified and validated Fortune 500 wedge use cases through market testing
- Built the marketing and sales process, including outbound and pipeline structure
- Supported the product and analytics teams in client delivery
The founders and product team stayed central throughout. Marketing couldn’t work apart from product; the technology was too novel. The commercial narrative had to stay grounded in what the platform could do, and market signal fed back into product priorities as early clients surfaced real use cases.
The Goods builds the function while you build the company.
Early-stage companies spend most of their time on product and fundraising, which is right. But the commercial function doesn’t wait. By the time the product is ready, the brand needs to be legible, the story sharp and the pipeline moving. If those are still being built when you need them working, you’ve lost time you can’t buy back.
Not a strategy document. Not a contractor list. A working marketing and GTM function that frees your capacity and helps you move faster.
Brand, team and market. Built to last.
An ownable brand, a first national sales conference, and a team that runs it without us.