Speakers: Amir Wain | , SBI
Chief Executive Officer demonstrates how to commercialize technical innovation.

Amir Wain - i2c - Chief Executive Officer CEO - Podcast


Joining us on the show is Amir Wain, a Chief Executive Officer who knows how to commercialize technical innovation. This show suggests ways to generate revenue from new product introductions. Amir and I answered questions from SBI’s How to Make Your Number in 2018 PDF Workbook to demonstrate generating revenue from product introductions by leveraging emerging best practices. 


Joining us is Amir Wain, the CEO and of i2c, a payment technology company. I2c provides the infrastructure to enable companies to address the needs of the next generation of payments and commerce with personalized payment solutions. Listen as Amir demonstrates how to commercialize technical innovation. 


If you prefer to watch the HD Video of Amir’s in-person interview, click here.

Why this topic?  Technology companies are pouring millions of dollars into product development and many of these innovations are not generating enough revenue. Building cool new products is exciting, but unless they are bought at scale by prospects and customers, it’s really not worth it.


Amir is uniquely qualified to speak on this topic. Amir has pioneered many industry firsts, and has cracked the code on converting product development dollars into scalable revenue streams. If you plan to launch new products and need to get prospects to buy them at scale, you’re going to get a lot out of today’s show. 


In this show, we begin by discussing which problems are worth solving through product development. Customers have many problems, but you can’t solve everything. Amir explains how to select the problems that matter to go after. Amir explains: 


Every month people from customer success, compliance, engineering, service delivery, and customer service come prepared with a sequential list of items that they want the company to spend resources on in terms of product development. Each advocate their case as to why their suggestion is important, and the others get to question and challenge.  Together they determine where the resources must be deployed for that month. The monthly cycle is important, because if your assessment was wrong, then you can quickly adjust and correct course.   


Amir’s description relies on agility to provide the courage and the capability to pivot to the next thing and keeping these cycles down to monthly sprints to keep product development pointed in the right direction.  We then discuss how to fit your product to a growing market and how to do that at scale. 


Listen as Amir advises how to develop a strong product to market fit, as he begins to explain:  


I think one thing to keep in mind is to distinguish between invention and innovation. A lot of times engineering and product teams get into the invention business, and it’s cool that I’ve come up with this really. That’s good. But can I monetize that? Can I commercialize it? That’s the innovation piece.


Skip to the 9-minute mark of the video to for Amir to describe the difference of invention and innovation.  It’s great advice on how to stress test whether a buyer is going to write a check for it or not, and that’s the ultimate proof of product market fit. 


We discuss in detail how to think through the market plan and select the right routes to market.  Amir begins with this quote: 


The innovation adoption curve and the model of early adopters shows how people who would buy or not buy, no matter how good the product is, and what all it can mean to them unless they have validation and customer references. Depending on where you are in your product life cycle, I think recognizing it and making sure you keep adjusting and making changes to support, that is important. People who you would initially go after may not be a good fit for you later in the cycle, so the whole organization realizing that, and being prepared across your company is extremely important. 


Watch Amir describe the product life cycle and how to think about where the product is in its life cycle.  Using that as an input, determine which products to sell, to which customers and through which channel.


A fascinating discussion involves how to validate value propositions for your product, and how competitive positioning fits.  Amir and I discuss how to validate whether or not differentiation is real or false. From there, you have a superior product, and have the opportunity to receive a price premium. 


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Matt Sharrers

Leads the firm's focus on the CEO’s role in accelerating revenue growth by embracing emerging best practices to grow revenue faster than the industry and competitors. 

Matt Sharrers is the CEO of SBI, a management consulting firm specialized in sales and marketing that is dedicated to helping you Make Your Number. Forbes recognizes SBI as one of The Best Management Consulting Firms in 2017.


Over the course of nearly a decade at SBI, Matt Sharrers was an instrumental early partner guiding SBI as the Senior Partner. Matt’s functional responsibilities included acting as the head of sales where he led SBI’s double-digit revenue growth, and was responsible for the hiring function to build SBI’s team of revenue generation experts.


Prior to joining SBI in 2009, Matt spent eleven years leading sales and marketing teams as a Vice President of Sales. Matt has “lived in the field.” As a result, he is the foremost expert in the art of separating fact from fiction as it relates to revenue growth best practices. CEOs and Private equity investors turn to Matt’s team at SBI when they need to unlock trapped growth inside of their companies.



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