The Hidden Advantage: How Fero Labs Used Humility as a Sales Strategy

The Hidden Advantage: How Fero Labs Used Humility as a Sales Strategy

When selling AI to industrial giants, most startups lead with technological superiority. In a recent episode of Category Visionaries, Fero Labs CEO Berk Birand revealed how they took the opposite approach – acknowledging what they didn’t know to build deeper customer trust.

The Trust Challenge Their target customers weren’t just any enterprises – these were “multinational companies that are 5-10 billion plus in revenue, usually with 50-100 plants worldwide.” Many were skeptical of AI, believing it belonged in Silicon Valley, not on their factory floors.

A Different Approach Rather than trying to overcome this skepticism with technical prowess, Fero Labs embraced it. “Being very upfront, being very humble since day one, very clear that we don’t know anything about steel,” Berk explained. “Our value add here is not steel production. It’s not chemicals production. What we bring in is the data science part, and you guys are the experts.”

The Partnership Framework This humility-first approach had three key components:

1. Clear Role Definition They positioned themselves as specialists bringing complementary expertise, not outsiders trying to revolutionize manufacturing. Their message was clear: you’re the industrial experts, we’re the AI experts, let’s work together.
2. Transparent Technology “Our software also tells them why these predictions, what recommendations are made,” Berk noted. “And as a result, there was this human in the loop aspect that actually reduced the off chance of something going wrong.”
3. Customer Control “Really making sure that they knew that they were in the loop and they were in control of what was going on was also a key part,” Berk shared. This wasn’t about replacing human expertise – it was about augmenting it.

From Skeptics to Champions This approach helped turn potential skeptics into internal champions. Their first major customer, a steel manufacturer building beams for the new World Trade Center, exemplified this transformation. Their champion believed so strongly in the partnership approach that he signed the contract before IT security reviews were complete.

The Results The impact validated their strategy. At one customer’s steel plant, following Fero Labs’ AI recommendations saved a million pounds of raw materials in just one year. “It’s just quite incredible to bring in a team together that can drive this much impact across the world just by redoing digital software through software,” Berk reflected.

Learning to Scale As the company grew, they maintained this humble approach while building their team. “For the past year or two, that’s exactly what we’ve done. We brought on executives for each of our go to market functions that have a ton of experience,” Berk explained. They recognized when they needed external expertise, just as they asked customers to recognize when they needed AI expertise.

The Future Vision This balanced approach has positioned them to pursue an ambitious vision: “The industrial sector is very much like an organism, where you have factories that produce one thing in one side and then send it to the other. And I really believe that we can go from optimizing a single factory to optimizing the entire organism using AI.”

For technical founders selling to traditional industries, Fero Labs’ experience offers valuable lessons:

• Lead with humility while being clear about your specific expertise
• Make your technology transparent and understandable
• Position yourself as a partner augmenting customer expertise, not replacing it
• Know when to bring in additional expertise as you scale

Sometimes the strongest sales strategy isn’t asserting superiority, but rather acknowledging limitations while being crystal clear about your unique value. As Berk concludes, “I believe that in 5-10 years, AI machine learning will be a core part of every factory in the world.” Their humble approach is helping make that prediction a reality.