Who we build for
The ICP we sell to and the persona who uses the product, with the anti-personas we avoid.
We split "who we build for" into two things: the ICP, the team and company we sell to, and the persona, the actual people sitting in the product.
Our central thesis
The more truth-seeking a company is to its customers' real experience, the faster it grows.
Everything we build serves that. So we built it in one order, on purpose:
- The context warehouse first. Intempt's Data layer is the GTM context warehouse: unified profiles, identity resolution, computed and predicted traits, real-time segmentation, every integration (Shopify, HubSpot, Stripe, Google, Microsoft) feeding one live intelligence. One customer context, not eight copies.
- Five major tools on top of it. Data, Analytics, Design, Marketing, and Sales. Each reads and writes the same context, so a test, a page, a campaign, a deal, and a metric are all looking at the same truth.
- Blu agents run the tools. Specialist agents act on the shared context, with the human setting strategy and the agents running the plays. Guardrails, not autonomy.
Together that is a self-driving GTM engine: the context warehouse, the five tools, and the agents on top, as one system instead of a stitched stack. A team that runs on it stays closer to its customers' real experience, and grows faster for it. That is the product we sell, and it is why the ICP below is the ICP: the self-driving GTM engine is built for the team that cannot afford to stitch and babysit eight tools to see one customer.
Our current ICP
We build for the growth team at an SMB: the 2-6 people who own "acquire, convert, retain" at a 5-100 person B2B SaaS or DTC/e-commerce company doing up to about $10M ARR.
There is one ICP, not three. We used to split it into Seller, Lifecycle Marketer, and Founder-doing-GTM. It is now one team, with nine role lanes, one funnel, one signup. Most SMBs staff three or four of those lanes and wish they had the other five. That gap is the pitch.
The nine role lanes map 1:1 to the nine Blu agents:
| Role lane | Blu agent |
|---|---|
| Outbound / SDR | Outreach Rep |
| Account exec / calls | Meeting Notetaker |
| Lifecycle | Journey Builder |
| Performance marketing | Performance Marketer |
| Creative | Creative Assistant |
| Analytics | Data Analyst |
| Data pipeline | Data Engineer |
| Experimentation | Experience Optimizer |
| Ops / routing | RevOps Automator |
| Growth team at an SMB | |
|---|---|
| Description | A 5-100 person B2B SaaS or DTC/e-commerce company doing up to ~$10M ARR. A 2-6 person growth team, sometimes the founder plus one hire. No RevOps hire, no data hire, often no in-house designer. The team's org chart maps to the nine Blu agents; they staff a few of the seats and carry the rest themselves. |
| Criteria | - Owns the full acquire -> convert -> retain motion, not one channel. - Runs a stack of 6-8 point tools (Klaviyo, Mixpanel, Apollo, Calendly, HubSpot free, and so on) with no shared customer profile. - Every "can we hire for this?" gets answered with "you already bought software for that." - Has budget or is raising; not a hobbyist or a zero-budget bootstrapper. |
| Why they matter | - They feel the exact pain we remove: tool sprawl, no single profile, hire requests denied. - They adopt fast because the wedge is "replace eight tools, not one," and time-to-first-value is under 5 minutes with no consultant. - They benchmark each seat against a different point tool, which tells us precisely what each agent has to beat. - The free plan with no time limit lets them start without a deal. |
| Examples | Real teams in this ICP are written up as lab records on /research: StockInvest, FieldsUSA, Hoperfy. Archetype: a seed-stage B2B SaaS founder running GTM solo, or a 30-person DTC brand with a 3-person growth team stitching Klaviyo plus Mixpanel plus a spreadsheet. |
Our current persona
The persona is the job title of the person actually using Intempt.
The buyer is the head of growth, head of marketing, or the founder doing GTM. One person signs up and owns the account.
The users are whoever is sitting in the SDR, lifecycle, analyst, or designer chair that week. In a small team that is often the same two or three people wearing every hat.
Initial adoption should come from the buyer or the outbound/lifecycle seat first, because those are the seats that hurt most and exist first in a small team. The more completely we cover what that seat needs on day one, the more the account spreads to the other lanes.
Once we are in, we spread across seats. AI tools have let non-engineer builders take on work that used to need a specialist: a marketer who can now run an experiment, a founder who can now read their own funnel. Light-touch coverage of those adjacent seats pays off, and we should take it when it is obvious. An anti-goal is to build only for one seat and ignore the rest of the team.
The anti-persona
We do not build for roles far from the customer-data and revenue motion: finance, ops, and recruitment. There is much less need for customer data in those teams and we have no natural advantage there.
Out of ICP, not anti-persona, but worth naming: large enterprises with a dedicated data-platform and RevOps team buying through procurement. That is a different motion from the self-serve, free-plan-first, under-5-minute adoption this ICP runs on.
Confidential Information and Invention Assignment Agreement
Intempt's standard NDA and inventions-assignment agreement, signed by every contractor alongside the Independent Contractor Agreement. This is the official template; the signed copy for each contractor governs.
Campaigns and coupons
How promotional offers and coupon codes grant bill credits, and who may share which code.