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Building a Category-Defining Company: The Power of Authenticity Over Hyperbole

Fifteen years ago, Silicon Valley startups had the luxury of time – two to three years to build a product and achieve first revenues. Today, that timeline has compressed to just one year. This dramatic acceleration in startup building is just one of many insights shared by Chetan Venkatesh, founder of Macrometa, in a recent episode of Category Visionaries.

For founders navigating the complex landscape of category creation, Chetan’s journey offers a masterclass in organic growth and authentic market positioning. Rather than setting out with grandiose plans to create a new category, Macrometa’s evolution into a category creator emerged from solving concrete customer problems.

“We started with boring problems,” Chetan explains, describing their initial focus on everyday challenges like e-commerce search latency. “As we built out and customers started to adopt our platform for solving some pretty unique problems, that’s when we realized that there might be an opportunity to build a category in and of itself.”

This organic approach to category creation stands in stark contrast to the conventional wisdom of declaring category leadership from day one. As Chetan notes, “I don’t think I’ve come across any category creating product that was by design. Almost all of them sound accidental. And if by chance founders or people have said I’m going to go create that category, they’ve probably failed when trying to do that.”

The transition from founder-led sales to building a scalable sales organization presented unique challenges, particularly in the technical infrastructure space. Chetan’s team had to overcome what he calls the “context gap” – the vast difference between a founder’s deep domain expertise and a sales representative’s broader but shallower knowledge base.

“The biggest challenge you have when you bring in and start building a salesforce is how do you give them enough context and understanding to be able to be effective in positioning the product and understanding whether the product is a real solution to what the customer needs?” This challenge is particularly acute in qualification, where sales representatives might see every potential deal as a fit for an early-stage product that’s still evolving.

Macrometa’s approach to rising above market noise offers valuable lessons for technical founders. Rather than joining the chorus of companies making hyperbolic claims, they’ve taken a different path. “We’ve done the opposite,” Chetan explains, “We’ve let our product and our technology do the talking for us. And we focused very much on enabling customer success and customers to be successful and advocate for us.”

This strategy is anchored in what Chetan calls the three H’s: “humility, honesty and heartfulness.” While many companies tout their values, Macrometa has made these principles the foundation of their market approach. “We don’t market like traditional companies do, with a lot of hyperbolic bullshit, a lot of claims… Everyone’s trying to outshine and outdo the next one by shouting louder.”

The results speak for themselves. Macrometa has grown from zero to sixty-plus paying customers in 18-20 months, including some of the largest customers in the world. “We’ve got customers who are frankly building something that’s as big as YouTube right now on top of our platform, and it’s going to serve 100 million plus users worldwide.”

Looking ahead, Chetan sees three critical horizons for Macrometa’s growth: enabling real-time data opportunities at trillion-event scale, becoming a partner-friendly organization, and pioneering carbon-conscious computing. This last initiative reflects a growing awareness of cloud computing’s environmental impact. “By 2035, data centers and cloud computing will be the biggest, if not one of the three biggest contributors to carbon and global warming and climate change.”

For founders building deep tech companies, Chetan’s journey offers a compelling alternative to the typical Silicon Valley playbook. Success doesn’t always come from being the loudest voice in the room or racing to declare category leadership. Sometimes, it comes from focusing on solving real problems, building authentic relationships, and letting your technology speak for itself.