This article outlines practical methods for making your company stand out in a crowded market. Drawing on a conversation with investment banker Allen Born, I explain why it’s critical to be crystal clear about your differentiators—beyond generic labels or buzzwords—and how that clarity can accelerate growth, guide buyer/investor interest, and reduce future regrets.
As the CEO and Managing Partner of WorkTech Advisory, I’ve spent decades helping organizations articulate their true value and unlock growth. In a recent keynote, I co-presented with investment banker Allen Born of Fairmount Partners, we discussed strategies for standing out in the competitive HR/work technology space. We explored how self-awareness, focus, and authenticity can help founders better understand what really makes them different.
Whether you’re building a product, refining your pitch for investors, or preparing for an eventual sale, the central theme remains: You must define and convey your unique edge. Below, I’ve distilled key insights from that keynote, interwoven with direct quotes from Allen Born, who brought his investment banking perspective to the discussion. I hope these ideas will spark a fresh look at how you position your company for short-term growth and long-term success.
One of the central themes of our talk was the need for businesses to uncover and highlight their strengths. Many founders label themselves in broad categories—like “Talent Acquisition” or “Performance Management”—without demonstrating how they’re fundamentally unique. Allen emphasized:
“Buyers and investors are looking at hundreds of opportunities a week. Show them how you break through the noise and stand out.”
In my experience, what truly resonates isn’t a fancy catchphrase. It’s an honest showcase of core competencies. Whether it’s a specialized approach to data analytics, a breakthrough technology, or an unmatched commitment to customer success, specific examples of excellence will do more to differentiate you than any one-size-fits-all slogan.
Trying to address every segment of your market dilutes your message. While narrowing your scope may be risky, refining your niche—particularly if you solve a critical, “hair on fire” problem—often delivers quicker wins and more substantial investor interest. As Allen mentioned:
“We see people really struggling with describing why they’re different … We help them find their true identity so they can tell a better story.”
From my background in HR and technology leadership, I’ve watched companies move from broad “we can do it all” marketing to focused, niche-driven positioning—and the difference is unmistakable. Clients respond more enthusiastically, sales processes speed up, and capital partners grasp the value proposition much faster.
Buyers aren’t just paying attention to your revenue or technology; they also want to see a sustainable culture behind it. During the discussion, we highlighted how culture is pivotal in retention, product development, and customer satisfaction. If your internal practices and values set you apart—say, by driving higher employee engagement or spurring more innovation—make sure that’s part of your story.
In the keynote, I reference how entrepreneurs often regret failing to articulate their true strengths early on. The gist is: If you lump yourself in with every other vendor offering “HR Tech Solutions,” you risk blending in with the crowd. Instead, speak directly to what your solution accomplishes and why it matters right now.
The “why now?” question is crucial from an investor's perspective. Whether you’re solving a timely challenge in workforce management or offering a disruptive new data tool, tie your offering to current market pains or opportunities. Specific evidence of market traction or standout technology makes a lasting impression.
Standing out in a crowded field is less about flashy catchphrases and more about clarity, authenticity, and consistent alignment between what you say you do and the actual results you deliver. In this keynote, Allen Born and I focused on defining true differentiators, targeting your ideal niche, and demonstrating a compelling culture. These combined elements create a more magnetic company that attracts the right buyers, investors, and long-term success.
Q: How can I identify my company’s unique differentiators if everything seems similar to the market?
A: Start by mapping the specific problems you solve in ways others don’t. Look for unique technologies, measurable outcomes, or domain expertise. Even subtle differences can be invaluable if they solve a key pain point.
Q: How do I integrate culture into my pitch without sounding vague?
A: Emphasize metrics—like employee retention rates or customer feedback—that relate directly to culture. This will make the intangible idea of “culture” more concrete and persuasive.
Q: I’m not actively seeking buyers right now. Should I still focus on a differentiator message?
A: Absolutely. A clear differentiator helps in every business area—sales, investor relations, brand-building, and future exit opportunities.
By embracing your unique capabilities and conveying them honestly and precisely, you can stand out—even in the most crowded sectors. This perspective, honed by real-world successes and near-misses, has guided my journey at WorkTech Advisory. I hope it encourages you to refine what sets you apart, share it confidently, and watch the right opportunities come knocking.
For the full discussion, view the session on HR Tech Alliance’s YouTube channel:
If you want tailored guidance, check out how we support HR tech and work technology leaders. We specialize in helping founders define their unique advantage, build a stable leadership structure, and ensure they’re well-prepared for the next phase—be it raising capital or negotiating a sale.
Questions about positioning your business for investors? Reach out!