The Stratyfy Guide to Landing and Expanding: Converting Single-Product Wins into Multi-Department Deployments

Enterprise expansion isn’t just about having multiple products—it’s about understanding how to navigate different buyers within the same organization. In a recent episode of Category Visionaries, Laura Kornhauser revealed how Stratyfy turned this common challenge into a strategic advantage, driving their explosive 400% customer growth.

Understanding the Enterprise Landscape

“Oftentimes the buyers at an organization are different, actually, though they are highly related, but they operate in different groups within the organization,” Laura explains. This organizational complexity, which many startups see as a barrier, became a key part of Stratyfy’s growth strategy.

The Initial Landing Strategy

Stratyfy’s approach begins with credit risk assessment, but their landing strategy involves more than just selling a product. As Laura notes, “We had something new to offer from a technology standpoint and that was interesting for folks to learn about. But that’s not ultimately what got us those first opportunities.” Instead, they focused on delivering practical value that could be clearly demonstrated to risk-averse buyers.

Building Trust Through Transparency

The cornerstone of their expansion strategy is their approach to AI transparency. Laura explains, “Our core technology is a ton of value to offer… but in a way that’s very understandable for the user, much more understandable, transparent, controllable than other machine learning approaches.” This transparency creates trust, which becomes crucial when approaching other departments.

The Expansion Playbook

Their expansion strategy leverages three key elements:

1. Common Technology Foundation “The way we’ve been able to, as an early stage company support these three use cases is because they are ultimately all powered by that same core engine and that same core technology,” Laura shares. This unified foundation makes it easier to demonstrate value across departments.
2. Mission Alignment Each new deployment ties back to their core mission. As Laura explains, “Our mission is to enable greater financial inclusion while helping FIS better manage and mitigate risk. We see that as two sides to the same coin.” This consistent message resonates across different organizational stakeholders.
3. Department-Specific Value Props Rather than using a one-size-fits-all approach, they tailor their value proposition. For instance, in fraud detection, they emphasize how their technology allows “fraud experts can spot emerging trends or emerging threats faster than you have enough data for a machine to find it on its own.”

Navigating Multiple Stakeholders

Success in one department becomes a springboard for expansion. But rather than relying solely on internal referrals, Stratyfy takes a proactive approach. As Laura notes, “We can really land and expand with financial institutions by having this product suite such that the initial product that we get brought in on and demonstrate success on is then used, or that proof point is used to expand into other use cases.”

Building the Right Team for Expansion

To support this expansion strategy, Stratyfy focuses on building a team that can navigate complex organizations. Laura emphasizes that they look for people who are “Exceptional from a skills standpoint, but also just exceptional people as well, which is so important, especially as you’re building a company like we’re building, that is mission focused and mission oriented.”

The Results

This approach has led to significant growth, with Laura noting they’re “now working with four times as many” customers as the previous year. But perhaps more importantly, they’ve maintained quality while scaling, nearly doubling their team size while preserving their ability to navigate complex organizational structures.

For founders looking to expand within enterprise organizations, Stratyfy’s experience offers a clear lesson: organizational complexity isn’t a barrier—it’s an opportunity. By building trust through transparency, maintaining consistent mission alignment, and tailoring value propositions to different stakeholders, you can turn single-product deployments into multi-department relationships.

The key is viewing each department not just as a potential customer, but as a partner in achieving broader organizational goals. As Laura’s experience shows, sometimes the best path to expansion isn’t through aggressive selling, but through thoughtful alignment with each stakeholder’s specific needs and objectives.