A sales team's problem is not a shortage of names — names are abundant and cheap. The problem is that most of the effort goes into companies that were never opportunities: they do not need the product, they bought an alternative recently, or the decision-maker cannot be reached. This system exists to solve that specific problem.
How it works
Define the market
You set the country, sector and target company size. The system works across several markets at once, and its data is partitioned internally by country so one market can be run without another.
Discovery
It searches for companies matching the profile and builds a record for each: activity, approximate size, branches, and public signals about its operations.
Evidence — each item with its source
Reviewable evidence is recorded per company with a link to its source: a new plant, a funding round, hiring activity, an announced project, or the systems it runs. Evidence without a source is not accepted.
Scoring and disqualification
Each company is scored by weighted rules — some adding, some deducting, and some capping or disqualifying outright regardless of every other score.
Output: a ranked list with its reasons
Not a bare number, but why a company ranks where it does and which evidence raised or lowered it — so the sales team can review the judgement rather than merely accept it.
The insight the engine was built around
While building the system we hit a case that changed its design completely. A large industrial company in the Gulf market: a vast new plant, growing profits, a broad hiring campaign. Any points-accumulating engine would have ranked it first.
But the same evidence revealed it had signed a contract months earlier with one of the largest global system vendors. In practice: the worst prospect you could chase for a replacement system — you would burn months to arrive at a "no" that was knowable on day one.
Why that is a fundamental distinction
This is why the scoring rules do more than add and subtract points; they include caps and disqualifications. A company that has just bought a major system is demoted automatically however attractive it appears — but it is not deleted, because it remains a candidate for tools that layer on top of that system rather than replace it. The difference between "not a fit now" and "never a fit" is a real commercial distinction.
Why not just buy a list?
| Purchased list | This system | |
|---|---|---|
| Content | Names and numbers | Company plus source-cited evidence |
| Freshness | Compilation date unknown | Periodic runs with a known date |
| Fit | Unvetted | Scored, with poor fits ruled out |
| Reason for ranking | None | Stated and reviewable |
| Tailoring | Generic categories | Rules tuned to your product |
Outreach — with guardrails
The system can draft outreach for each company grounded in that company's own evidence: naming the specific project or expansion it announced, rather than a generic message sent to everyone.
This is guaranteed by a technical constraint rather than an instruction: the system refuses to register any draft that does not cite enough of that company's own evidence, and it does not accept evidence borrowed from another company. Sending itself remains a human decision taken with express approval; nothing goes out automatically.
Who this suits
- B2B companies selling to a limited number of high-value customers, where choosing whom to pursue matters more than how many.
- Companies entering a new market who do not know who is in it or who is worth starting with.
- Teams burning time on dead opportunities who need filtering before outreach rather than after.
It is not suited to consumer selling, nor to low-value products where broad outreach is cheaper than selection.