From Internal Tool to Industry Standard: Discai’s Framework for Commercializing Enterprise Software

Enterprise software companies typically start with a product built for the market. But what if you’re starting with internal software that needs to be commercialized? In a recent episode of Category Visionaries, Fabrice Deprez shared how Discai transformed KBC Group’s internal AI tools into a solution that’s already attracting major banks across Europe.

Step 1: Validate Market Uniqueness

The journey began when KBC recognized they had built something special. “We have developed many applications. At one moment, we just recognized… that a number of these applications were quite unique on the market,” Fabrice explains. This was confirmed by strategy consultants who “didn’t see this on the market yet.”

Step 2: Choose the Right Problem

Rather than commercializing every internal tool, Discai focused specifically on anti-money laundering. Why? “Compliance is getting more and more important. The regulations are a burden one side, but on the other side it’s a saving,” Fabrice notes. They chose a problem where success would benefit the entire industry.

Step 3: Invest in Enterprise-Grade Development

Instead of rushing to market, Discai spent years refining their solution. “On the program that we are bringing on the market, we are already developing for five years. So the first three years it was purely development and then two years of testing, tuning, until the algorithms were delivering the result that we wanted,” Fabrice shares.

Step 4: Build a Complete Organization

Success required more than just good technology. “We had to build an organization, we had to attract people. We had to develop a commercial plan, financial plan, and just go on the market and put the name on the street,” Fabrice explains.

Step 5: Demonstrate Clear Value

They focused on metrics that matter to banks. Current systems only catch “10-15-20% of detected cases… meaning money launderers have between 5-10 and 20% chance of being caught.” By improving these numbers substantially, they made their value proposition clear.

Step 6: Leverage Parent Company Credibility

Being part of KBC Group gave them credibility in a highly regulated market. As Fabrice notes, “We are in the regulatory compliance part, which is quite securized, which is quite regulated. So as a new name, with the new people, with a new product going along in this kind of very stable and controlled environment.”

Step 7: Plan for Independence

From day one, they set clear metrics for success. “We already have our first three customers outside the group which is already positive. We have an outlook of being financially independent as of mid of next year. So two years after launch being profitable,” Fabrice shares.

Key Lessons for Enterprise Software Companies

Discai’s experience offers valuable insights for companies commercializing internal tools:

1. Validate market uniqueness before investing in commercialization
2. Choose problems where industry collaboration matters more than competition
3. Invest in enterprise-grade development rather than rushing to market
4. Build complete organizations rather than minimal teams
5. Focus on metrics that matter to enterprise buyers
6. Leverage corporate credibility while building independent success

Their rapid progress – from internal tool to visiting 26 banks across Europe in their first year – suggests that starting with internal software can actually be an advantage. The key is choosing the right problem and investing in proper commercialization rather than just trying to sell what you’ve already built.

For founders considering commercializing internal tools, the question isn’t just whether the technology works – it’s whether you can build the organization and go-to-market strategy needed to turn working software into a successful business.