The latest in an occasional column on bringing products to market in emerging technologies, by industry marketing expert Amy T. Wiegand: Go-to-Market Propeller. Go-to-Market Propeller is the practical support a growing industry needs – getting from innovation to sales. In this article: how technical leaders can better support fundraising and sales.
by Amy T. Wiegand
In the fast-paced world of technology-driven businesses and emerging startups, it’s easy for technical leaders, whether CTOs, product managers, or engineers, to dominate conversations with intricate details about features, algorithms, and specifications. While these insights are vital for building robust products, being overly technical can inadvertently hurt fundraising and sales.
Technical leaders can strike the right balance by teaming up with sales and marketing to lead the pitches and tell the story. Prep together, yet ride along to answer deep technical questions only as necessary. If you don’t have a sales and marketing team, consider contractors as you ramp up. If you need to wear all the hats, review the below to learn why being “too technical” can kill your efforts.
Tech Talk Can Create a Disconnect from the Outcome Needed
When technical leaders dive into the minutiae of code structures, system architecture, or backend functionality, they can quickly lose sight of the outcome needed. Most investors and clients aren’t interested in the details of how the product works but in how it can make them money or solve their problems.
Being too technical during a pitch shifts the focus from the outcome they need to the inner workings of your product. This disconnect can lead to:
Confusion & Disengagement: Technical jargon, industry-specific terminology, and acronyms can overwhelm the audience, cause frustration, and decrease interest.
Solution: Know your audience. Speak their language. Start with the “why” behind the product—this is the purpose of the product. Keep it simple. Tell a story; don’t pitch. What problems can it solve? What outcomes can it deliver? What values can it add? What revenue can it acquire?
Focusing on Features Rarely Sells a Product
It’s common for technical leaders to get caught up in explaining the product’s features in great detail, from its latest AI capabilities to the precision of its data analytics. But features alone rarely sell a product. Most are more interested in the benefits that help them and the tangible results they will see when using the product. Explaining too many features can lead to:
Missing the Business Impact: Features don’t necessarily tell the investor or client how the product will help them save time, cut costs, grow revenue, or realize a return. How does your product impact their stake? Focus on their impact.
Overcomplicating the Pitch: A flood of features can make the product seem unnecessarily complex, causing hesitation or doubt.
Solution: Know your audience. Lead with benefits, not features. Prepare for each specific pitch, understanding what benefits the audience the most. In a sales pitch, ask them questions before pitching so you know what benefits to sell to them. Focus on the real-world outcomes that the product delivers, whether it’s increased efficiency, better decision-making, a competitive pricing model, or faster time to market. If you have analyzed the appropriate audience, your product’s benefits will dominate your pitch, not its features.
Overloading Tech Talk Without Clarity Creates Fatigue
With their in-depth knowledge, technical leaders sometimes feel compelled to share every detail. You are proud of your work, and your confidence is a must. Still, it can lead to information overload during fundraising pitches and sales presentations, confusing most about the product’s core value. An overload of technical details leads to:
Diluting the Main Message: Nothing stands out if everything is necessary, and the key value propositions are lost. Know the benefits of your product that help the investor or client win, and focus your story on their win.
Decision Fatigue: The more complex a product seems, the harder it becomes for most to see how it serves them and how to make an informed decision. Investors and clients already have decision fatigue—most in our space do. Eliminate it by making the complex simple.
Solution: Again, know your audience. Simplify and streamline your message. Break down complex technical ideas into clear, relatable concepts in layman’s terms. Even if you believe they understand how to make sausages, they are only interested in learning sausage making if they ask. Use use cases, analogies, or visual aids to make abstract concepts easier to grasp.
Ignoring the Emotional Aspect of Fundraising & Sales is a Big Miss
Business is not purely logical; emotions play a critical role in decision-making. However, technical leaders tend to focus solely on a product’s logical and rational aspects. This is okay. We want you to, just not during a pitch. While these are important, we all need “to feel” that the product will help us achieve our goals, improve our circumstances, or make our lives easier. By being too technical, leaders may miss:
Building Trust: Our investors and clients need “to feel” that the solution is reliable, easy to implement, solves a problem, and worth the investment. They want to win with a trusted partner.
Creating Excitement: Tech talk can be dry. Our investors and clients need emotional drive to feel like our pitch has potential. Success often hinges on generating excitement and enthusiasm. Most of us want to win; winning is “to feel” like a winner. How can you make them feel like they are winning? By saving the world? Cutting overhead costs? Generating ARR quickly?
Solution: Balance logic with emotion. Use storytelling with a hook to demonstrate how your product will or has transformed life, highlighting the emotional payoff, such as peace of mind, relief from challenges, and pride and advancement from winning.
Complicating the Buying Process Creates Fear & Hesitation
In many cases, overly technical presentations make the product seem more complex than it is, which can complicate the buying process. They feel that implementing the product will require too much effort or expertise to be worthwhile. Often, technical leaders are unfamiliar with the sales journey or selling a pitch. Know when and how to ask the appropriate questions at the right time, what to say, and what to hold back. When products seem complex or when inopportune conversations occur:
Champions will Fear Risk: If a product appears too difficult to implement or if you jumped too early into a pricing conversation, they’ll worry about disruptions, potential failures, or fear that you may be desperate to sell an overly complicated product.
Decision-Makers Hesitate: Business leaders prefer straightforward, easy-to-adopt solutions that will help them win. Overcomplicating the pitch or becoming awkward working outside your technical happy place can lead to unnecessary doubts.
Solution: Collaborate with your sales and marketing team or contractors. Tell a story, not a pitch. Make the decision process easy. Emphasize how simple and seamless implementation will be. Provide clear timelines. Show them the product-market fit. Let them see themselves winning.
Technical leaders play a crucial role in innovating our future, fundraising, and sales, yet understanding when and how to apply expertise is vital. The goal is to inform without overwhelming, explain without confusing, engage without alienating, and create emotion through enthusiasm and excitement. By shifting the conversation from technical specs to business value and impact, focusing on the product’s benefits and the investor and client wins, technical leaders can support fundraising and sales more effectively, driving home not just how the product works but also why it matters.
Amy T. Wiegand is a go-to-market professional, having worked with the best of tech start-ups and notables like Walmart, The Coca-Cola Company, NATO, UPS, local, state, and federal governments, colleges and universities, top ad agencies, and more. She has realized revenue generation growth throughout her career and champions brand management, pipeline strategy, organizational process and implementation, content, product and digital marketing, public and investor relations – and profitability. Amy is also a project architect and master director, having developed award-winning programs in aviation, technology, and special military operations. Amy was the first person to facilitate a sUAS training program for The State of Virginia in 2014, is an enthusiastic leader of STEM initiatives, and distant cousin to the notable Amelia Earhart. She is the founder of Earhart Alden & Associates, LLC, a go-to-market consulting firm, and the proud single mom of a college-age daughter.