Your product works. Your execution is solid. But the buyer committee doesn't see proof in their language. The compliance officer sees risk. The CFO sees an unproven vendor. The pricing gets cut or the deal stalls.
Built for Head of Growth at fintech, $10M-$500M AUM. For VC and PE-backed companies executing well on product but hitting buyer committee walls.
Fintech positioning breaks under buyer committee scrutiny. You have proof the product works. But compliance needs to see regulatory proof. The CFO needs to see financial proof. The CTO needs to see infrastructure proof. The economic buyer never piloted the product. Marketing strategy and buyer committee strategy are different problems. Only solving one of them leaves the other one to block the deal.
Most fintech deals survive the practitioner. They stall at the compliance officer, the CFO, the board observer. The positioning that wins the trial doesn't work for the committee. The diagnostic maps each role and translates positioning into language that moves each one.
The person using the product day one. Evaluates on feature set, UX, and workflow fit. Pilots freely. Approval is binary: it works or it doesn't.
Owns regulatory standing, audit procedures, vendor stability. Needs proof of certifications, regulatory alignment, operational resilience. Can veto any deal.
Owns vendor stability, pricing risk, operational cost. Needs proof of financial standing, SLA commitments, reference accounts with stable operations.
Owns integration, data security, API stability. Needs proof of technical architecture, data handling, integration patterns, operational roadmap.
Across 22 fintech diagnostics, positioning remapped to address buyer committee objections improved deal velocity by an average of 34 percent. The improvement shows up in reduced sales cycle, higher close rates, and lower final negotiated discounts.
Fintech strategy breaks at predictable points. Each one is separable. The diagnostic maps each wall and converts it into a competitive advantage.
Your positioning says you're trustworthy. Compliance needs to see audit trails, regulatory standing, vendor stability proofs. The messaging that works for the practitioner doesn't work for compliance. You have to translate.
The practitioner sees fit. The CFO sees vendor risk and operational cost. Your unit economics messaging doesn't match their financial model. You need financial proof, reference accounts with stable operations, SLA commitments.
Your product integrates cleanly. But the CTO or VP Ops needs to see API stability, data handling architecture, operational roadmap. Infrastructure objections stall deals in late-stage review. Most fintech teams don't have infrastructure positioning.
Five focused workstreams. Each one feeds the next. Delivered as a 15-25 page strategy document plus executive session.
Execution was solid. Three separate vendors, no positioning alignment, buyer committee stalling 60 percent of prospects at compliance review.
The diagnostic mapped regulatory positioning, consolidated vendor narrative, created buyer committee messaging hierarchy. Result: 41 percent of stalled deals restarted, average deal velocity improved from 19 weeks to 13 weeks, discounting pressure dropped from 22 percent to 12 percent average. Follow-up was a 6-month execution engagement on positioning rollout.
Intake call. Deep product review. Competitive analysis. Interviews with your sales team and customer success. Analysis of your buyer committee dynamics. Output is a 15-25 page strategy document, plus a 2-hour executive session to walk through findings and 90-day roadmap.
The founder, whose broader work is at stantscherenkow.com, leads every engagement. The strategy does not leave the room.
Post-diagnostic outcomes for 22 fintech companies tracked over 90 days after strategy delivery.
Compliance review time drops. Objection patterns shift from "we don't know who you are" to "let's validate this with legal." Regulatory proof narrative is locked.
Sales team has role-specific messaging sequencing. Compliance and CFO objections have prepared answers. Deal velocity metrics improve noticeably.
SDRs and AEs have narrative framework. Questions about "what do we tell compliance" or "how do we answer the CFO" have clear answers rooted in strategy, not gut feel.
Founder or VP Revenue can articulate positioning strategy to investors or board. Go-to-market clarity translates to investor confidence about future scaling.
Content roadmap, sales enablement roadmap, and messaging rollout sequence are locked. Marketing team moves from "what should we say" to "here's what we're launching."
Clear signal on whether execution support is needed or if the team can execute from the roadmap. If execution is needed, scope and tier are pre-qualified.
Tell us about your fintech. Our team will review and reach out within 48 hours.