- Acquisition brings aggressive growth targets.
- Existing product too complex for new personas.
- Product disaggregation unlocks new markets.
- Careful execution needed to avoid cannibalization.
In the fast-paced world of tech acquisitions, achieving exponential growth often comes with the promise of increased resources. But what happens when you're tasked with a staggering 70% growth target in just one year, with no additional headcount? This was the challenge faced by Dor Gosher, Director of Product at BitSight, after his company, CyberSixgill, was acquired. His team's innovative solution? A counter-intuitive strategy of breaking down their mature, complex product into smaller, value-driven components.
After the acquisition, Dor Gosher and his team at BitSight were given an audacious goal: grow by 70% in the next year, without any new hires. Their existing product, CyberSixgill, was a sophisticated threat intelligence platform designed for highly specialized CTI analysts. However, the acquiring company's target personas, such as those in supplier risk or GRC, were not as
“We can't afford a long onboarding process, accompanied by pre-sale people, customer success people; it has to be self-serve onboarding. The second golden rule was, within a day the person needs to understand the value in the product.”
- Dor Gosher, Director of Product at Bitsight
