6 Go-to-Market Lessons from Helix Intel’s Rapid Growth in Traditional Industries

When Helix Intel added 100,000 buildings to their platform in a single year, it wasn’t by accident. In a recent Category Visionaries episode, founder Jon DeWald shared the strategic decisions that enabled this remarkable growth. Here are the key go-to-market lessons from their journey:

1. Target Markets Resistant to Technology Traditional industries often present unexpected opportunities. As Jon explains, “It’s one of those untouched to technology relative to the opportunity… When you look at it, compared to the money that goes into fintech or into AI now or other platforms, it’s been relatively resistant to technology.” This resistance often signals an opportunity for founders who can navigate the complexity.
2. Master B2B2C Distribution Rather than pursuing direct sales, Helix Intel found success by partnering with insurance companies. “We provide solutions for insurers who then in turn provide our solutions to the customers that they insure,” Jon shares. This approach led to remarkably efficient customer acquisition, with their burn rate surprising even seasoned investors.
3. Align Incentives Across Stakeholders Jon identifies his key superpower: “The ability to align incentives… It’s why do I want it and why do they want it and what’s in it for everybody, and then how do you align them? And if I can’t do that, then I don’t waste my time or anyone else’s time.” This focus on alignment has enabled Helix Intel to create a unique market position where they “don’t compete with anyone” but instead facilitate collaboration across the ecosystem.
4. Leverage Corporate Venture Capital Strategically While many startups prioritize traditional venture capital, Jon emphasizes the value of corporate partnerships: “I’m a big fan of corporate venture capital… you have folks who are very sophisticated in capital allocation, but also bring value creation for the startup.” This approach helped secure backing from Munich Reventures, providing both capital and industry expertise.
5. Learn the Language of Each Stakeholder Success in traditional industries requires mastering multiple dialects. “It is a different language, and you probably say that about every industry,” Jon notes. “The way I think about it… they speak utility, right? Insurer speak insure property. Speak property. And having the ability to understand and communicate value to each one of them is instrumental.”
6. Stay Flexible and Listen to the Market Jon’s military background taught him the value of flexibility: “Being flexible… has really stuck with me throughout my entire life.” This adaptability proved crucial when the team identified the insurance industry’s growing challenge with claims outpacing premiums, allowing them to position their solution as a preventive measure rather than just a management tool.

The results of this strategic approach are clear. “So far this year, we’ve added over 100,000 buildings onto our platform,” Jon reveals, compared to approximately 15,000 the previous year. This growth wasn’t achieved through massive marketing spend or aggressive sales tactics, but through strategic partnerships and aligned incentives.

For founders targeting traditional industries, these lessons highlight the importance of understanding industry-specific dynamics and creating value for all stakeholders. As Jon puts it, “We’re in this unique space where we don’t compete with anyone. We’re really a new business model and a new ecosystem that collaborates.”

This focus on collaboration over disruption, combined with efficient distribution through strategic partners and deep industry understanding, provides a blueprint for founders looking to transform traditional industries while maintaining capital efficiency and sustainable growth.

The key takeaway? Sometimes the best go-to-market strategy isn’t about disrupting an industry, but about creating aligned incentives that enable collaboration across existing stakeholders. By speaking the language of each participant and providing clear value to all parties, you can achieve rapid growth while maintaining efficient unit economics.