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From Data Platform Expert to Supply Chain Revolutionary: Unity SCM’s Unconventional Path to Success

Most founders follow a predictable path: spot a problem in their industry, build a solution, then iterate based on customer feedback. But in a recent episode of Category Visionaries, Amir Taichman shared how his outsider perspective and stubborn conviction led to a radically different approach to solving supply chain’s data crisis.

Fresh from spending three years working with Fortune 100 companies like Starbucks and Unilever, Amir couldn’t shake the feeling that everyone was approaching supply chain visibility wrong. “I couldn’t walk away from the fact that I felt that everyone was going about trying to address this challenge the wrong way,” he explains. “And there’s a different way that you can go down that would actually make this really seemingly untenable problem solvable.”

Instead of building yet another application, Unity SCM made the contrarian bet that supply chain’s fundamental challenge was data fragmentation. As Amir puts it, “We’re going to focus on the data first because it’s actually a data problem, not an application problem… if you could fix, or you could figure out how to get data, the rest of the problems kind of fall into place.”

This conviction shaped not just their product strategy but their entire go-to-market approach. While many startups offer free trials or design partnerships to gain early traction, Unity took the harder path of pursuing paying customers from day one. “We made really early on the decision to not go down the path of design partnerships or giving out the product for free for betas,” Amir recalls. “We said, no, we’re going to actually try the trauma of that first customer.”

Their first customer came through an unconventional channel – Stanford’s alumni network. After identifying a VP of inventory planning at a billion-dollar industrial manufacturing company, what started as a feedback conversation evolved into a clear use case. But even with an interested prospect, Amir initially struggled with closing the deal until his cousin gave him some straight talk: “Why aren’t they signing the contract? And I told him, well, I didn’t send them a contract. And he’s like, so how are they going to sign a contract if you haven’t sent them anything?”

This early experience taught Unity a valuable lesson about qualification. As Amir explains, “It made the first part harder because it created a higher bar that an opportunity needed to cross. But at the same time, it kind of forced us to be more sincere with ourselves on why people are saying no or why people are saying yes.”

Rather than chasing explosive growth, Unity focused on building deep relationships with customers who could help evolve their platform. “If you have happy customers using your product… they’ll introduce you to new problems,” Amir notes. “And while every company thinks they’re a snowflake, they’re not. The same problems exist for other companies with similar characteristics.”

This measured approach extends to how Unity thinks about product-market fit. Instead of fixating on hockey stick growth curves, they focus on incrementally expanding their ability to solve customer problems. As Amir describes it, “We have a product, there is a market, there is fit between them. There’s still more work to fine tune that, to get a fully repeatable, fully scalable process.”

The company’s vision extends far beyond just fixing supply chain visibility. Amir sees an opportunity to fundamentally transform how supply chains operate: “Where I really think Unity is going to make a difference is by showing the world that supply chain can be not only a data intensive industry, but really a data driven industry.”

For founders taking on complex industry challenges, Unity’s journey offers a masterclass in the power of conviction and intentionality. As Amir advises, “Being super intentional about how you go about it and based on the base assumptions and thesis and principles… never forget those and be intentional about it.”

Sometimes the path to building something revolutionary requires ignoring conventional wisdom and staying true to your core thesis – even when it means taking the harder road.