Unify 2024 Year In Review

Hey there, Austin here 👋

Welcome to The Pipeline—the newsletter to help scale your revenue team’s creativity.

I just got back from our 4-day offsite in Phoenix. The team celebrated SO many milestones that we crossed in 2024 and took a step back to think big about 2025.

We started the year at 7 people, it was surreal to get our team of 25 in the same room to round out the year.

Today I want to run you through 5 big learnings I’ve picked up as a founder having grown Unify 21x (and counting) in 2024.

Let’s get into it.

📒 GTM Playbook

Unify 2024 Year In Review

5 lessons from growing the company by 21x+

2024 was quite the year.

We started the year with ~10 customers. It took us 11 months to go from 0 to $1M of ARR, and then just 2 months to hit $2M of ARR. We raised and announced both our Seed and Series A rounds. We grew from 7 team members to 26.

And we’ve learned a ton in doing so. I finally got some time after our offsite to sit down and reflect. Here are my 5 key reflections from 2024.

1) We hit product-market fit

At the beginning of the year we were onboarding just a couple customers per month. These early customers were getting value out of the product, but finding new customers was hard. And it was hard to tell: do we actually have product-market fit?

Fast forward to Dec ‘24 and we’re onboarding 30 to 40 customers per month.

There’s so much more repeatability. Our ability to pattern match has gotten so much better with the increase in volume. We’re able to truly understand what these users care about.

Today it feels like Unify is getting pulled into the market—it’s not a battle to land every single customer.

To hit PMF, we had to make both our top-of-funnel and bottom-of-funnel motions more predictable and repeatable—which leads me into takeaway #2.

2) We built the revenue machine

Early-on, we were doing a lot more hand-to-hand combat to land deals—which is to be expected.

We didn’t have a predictable way to generate pipeline. I was in the weeds of founder-led sales. Tapping into my network for intros. Doing cold outbound.

Over the course of 2024 we built out a predictable revenue machine. Now, we’re generating a consistent $5-7M in pipeline per month and converting opportunities to closed won at consistent rates.

And we know which levers to pull to generate more pipeline. If we want to grow twice as fast as we are today, I know that we just need more pipeline or we need to drive up our close rate. Simple.

Within those two levers, we now have a strong understanding of how to do that.

For example: organic social has been a big lever for us to generate pipeline. I’ve grown my LinkedIn follower audience from ~3k to more than 14k this year, and a meaningful % of our inbound pipeline comes from there. When we go niche-viral on the platform, we see a clear uptick in inbound.

Side note: let me know if you’d want to see a deep dive into our LinkedIn content strategy.

Another example of how we’ve made pipeline generation more predictable is our automated outbound program that runs on Unify. We’ve set up automated plays that consistently drive 20-30% of our pipeline generation every month. In December so far, automated outbound has driven 41% of our closed won revenue this month.

3) We’ve positioned ourselves as a ‘company to watch’

We’ve grown quite a bit in 2024, but we’re still early-stage.

Yet, we’re consistently beating thousand-pound gorillas in our category with more money, bigger teams, etc.

One of the drivers of this has been the brand we’ve built around Unify. People in the industry perceive Unify as a company to watch—this was definitely not the case one year ago. Nobody knew who we were.

I think there were 3 things that helped us build credibility so early on:

The first is the brand that Hyewon’s (our founding designer) has been able to build over the past year and a half. From day 1 we’ve had a premium brand, and I do think that’s helped us stand out on the timeline and hold our own against incumbents.

I saw this play out during my time at Ramp too. Ramp re-launched its brand in 2021 with similar aesthetics to what you see today. It felt like having a premium feel really mattered to customers and prospects, even if it was hard to prove the value.

The second is our content motion. In 2023 we had no real social presence. I would post sporadically, but nothing consistent that was driving actual business.

We saw the first signs of life here in January when we announced our Seed on X and LinkedIn. Our calendars were jammed with demos for the next month or two. But we still didn’t have a predictable motion in place.

In March, I started leaning into ‘founder-led content’ on LinkedIn content a lot more. Since then, I’ve more than 4x’d my audience. And I believe this has helped us punch above our weight in our category. People know what Unify is. That wouldn’t be the case if we didn’t post consistently.

The third is customers really love our product. Our customers are booking meetings left and right and having Unify is now perceived as a competitive advantage.

4) Our product matured a lot.

Brand is powerful. But it doesn’t matter much if the product doesn’t deliver.

The Unify product has come a long way in just a year. In early 2024, we were still missing a lot of what buyers wanted.

We had to do a lot of ‘roadmap selling.’

Too many sales calls went like: “Oh you want [blank] feature? We can have that done in 3 weeks.”

This helped us land initial customers. But roadmap selling doesn’t scale beyond founder-led sales.

Now, the product stands on its own. We show up to conversations and we have most of what people want.

It’s a lot easier to sell this way than it is to lean on roadmap selling 🙂 

5) We scaled our business team

In December ‘23, our business team was just me and Skyler (our Founding AE).

Now we’re a team of 15 members:

1. 9 sellers

2. 2 customer success

3. 2 growth

4. 1 bizops

5. 1 founder

Having a fully built out business team helps us to go execute ambitiously. There’s no way we could handle the ~500 new opportunities per month we generate with just myself and Skyler closing deals. Booking 500 new opportunities per month is only possible because we have a killer growth team of 2.

Final thoughts

I was trying to think of a way to tie these lessons together in a neat conclusion. I think I’ve landed on it.

2024 was the year we built the growth machine at Unify. If you look across all the areas of our company—sales, product, marketing—we transitioned from unpredictable to dialed in.

Hope this reflection was helpful to any founders going through a similar transition in 2025.

WHAT’S NEW AT UNIFY

I’m beyond proud of the progress the product has made in the past year. Our engineering team has been shipping at an insane rate.

Here’s the product update slide we shared at our November board meeting with everything we shipped in the last 84 days:

Plays in particular have been massive for us. They automate the tedious processes involved in automating outbound. Everything from identifying high-quality contacts, loading data into Salesforce, writing personalized email copy, and sending emails with good deliverability.

The numbers are crazy. 20-30% of our own pipeline every month comes from Plays (let me know if you’d want to see inside our playbook for this).

If you want to learn more about how to use Unify to drive pipeline, check out more here.

BEFORE YOU GO…

If you’ve made it here, I appreciate you reading. I’ve had a lot of fun writing these first five editions.

I’m planning my Q1 content strategy over the next week or so. What topics do you want to see me cover? Will definitely do a piece on our LinkedIn content strategy. Anything else interest you?

Reply and let me know.

Austin

PS: If you want to use Unify to drive more pipeline in 2025, get it touch here.