Inside Esper’s First 18 Months: The Evolution from Security Play to Category Leader

Finding the right positioning for a B2B tech company isn’t just about crafting the perfect message – it’s about discovering your true identity in the market. In a recent episode of Category Visionaries, Esper CEO Yadhu Gopalan revealed how the company’s first 18 months shaped their evolution from a security-focused solution to category leaders in device management.

The Initial Search for Identity

“Early on, we were kind of playing with, this is security, this is this, et cetera, a lot of different things,” Yadhu recalls. Despite having a clear vision of what they wanted to build, the team struggled to articulate their unique value proposition. “Obviously, we knew what we wanted to build, but we didn’t really know what it is, what we’re trying to do.”

This early period of exploration wasn’t just about messaging – it was about understanding their true place in the market. The team recognized they were solving a fundamental problem, but positioning that solution effectively required deeper market understanding.

The MDM Bridge

One crucial early decision was acknowledging the market’s existing understanding. “People come to our website looking for an MDM, they leave with DevOps,” Yadhu explains. This approach – meeting customers where they are while guiding them toward a new understanding – became central to their strategy.

Rather than completely rejecting the MDM category, they used it as a bridge. As Yadhu notes, “If you notice on a front page, it says not just an MDM.” This subtle positioning helped them attract the right customers while signaling their broader vision.

The Category Creation Moment

The breakthrough came about 18 months into the company’s journey. That’s when, as Yadhu shares, “we started keying in on the term DevOps for devices.” This wasn’t just a marketing pivot – it was a fundamental realization about their role in the market.

This shift required careful balance. “No one’s searching for DevOps for devices. That’s not a thing,” Yadhu admits. “So how do we make it a thing?” The challenge wasn’t just creating a new category, but making it feel like a natural evolution of device management.

Finding Their Champion

A crucial insight during this period was identifying their true champion within organizations. “Many of our purchases are the chief product officer or the CTO or the engineering lead versus the IT person,” Yadhu explains. This understanding helped shape both their messaging and their go-to-market strategy.

This focus on product and engineering leadership rather than IT management reflected a deeper truth about their solution. They weren’t just offering better device management – they were enabling better product development and deployment.

Building on Success

The effectiveness of their positioning became clear as they gained traction across industries. “We have five of the top ten restaurant chains using Esper,” Yadhu shares, demonstrating how their message resonated across verticals.

Their success came from understanding that different industries shared the same fundamental challenge. As Yadhu explains, “Whether you’re sending software to a point of sale, to a washing machine, to a car, or to a healthcare monitoring, you’re trying to do the same thing.”

For B2B founders navigating their own positioning journeys, Esper’s experience offers valuable lessons. Sometimes the best positioning isn’t immediately apparent – it emerges from understanding how your solution fits into the larger market evolution. The key is remaining flexible while staying true to your core value proposition.

As Yadhu reminds us, “What lands now will not be what lands in about six months to a year.” Category creation is an ongoing journey, not a destination. The winners are those who can evolve their positioning while maintaining a clear vision of the problem they solve.