• Breakthrough was founded by ex-Google executive and serial entrepreneur with backing from Senvest Capital
• Just three months from public launch, the company has already secured paying customers, including a multi-billion dollar turnover Fortune 500 manufacturer
• It aims to help scale B2B storytelling with continually learning, dynamic messaging powered by trusted AI

Wednesday, 12th February – Breakthrough, an AI self-learning B2B sales messaging start-up that only launched at the end of 2024, has already secured $600,000 in a pre-seed round and customers including Fortune 500 companies. Founded at the end of 2024 by ex-Google executive and serial entrepreneur Adit Abhyankar, the company’s AI technology learns from every customer interaction to build optimized messaging models that enhance sales effectiveness at every touchpoint – from initial prospecting through the entire sales funnel. 

The funding will be used to accelerate customer traction, expand use cases, and establish product market fit. The round was led by Senvest Capital, a long-standing backer of Abhyankar’s previous ventures over the past 20 years.

Some 82% of global B2B marketing decision-makers say buyers expect an experience personalized to their needs and preferences.1 To do that effectively takes time and resources. A lack of visibility into how messaging performs and struggles to continually stay in sync with customer needs contributes to a situation where companies cannot consistently create relevant, timely, and tailored communications.  

Breakthrough has secured the investment to address this core market pain point. It uses AI to improve and tailor the context and the prompt companies use in large language models to drastically increase the quality of the output. This allows for deep customization across personas and industries while preserving brand voice. 

It continually learns from every interaction, and does it all at pace: one customer estimated that a prospect research task that usually took three hours was completed in two minutes using Breakthrough.

 This appeals particularly to large organizations that have historically been more cautious about deploying AI in case it negatively affects their brand. 

 Kasia Komik, Marketing Manager Iberia at International Paper, said: “After exploring different ways to leverage AI in our activities, we have found that Breakthrough gives B2B marketing teams like us the perfect mix of predetermined campaign goals and automated customer research—allowing for scalable, high-quality, customer communication campaigns to be produced in no time. The integration of AI-driven insights with strategic marketing goals is exactly what B2B marketers need to run smarter, faster, and more targeted campaigns.”

 Adit Abhyankar, CEO and co-founder of Breakthrough said: “Success in sales depends on identifying the right people to sell to and convincing them to trust you to give you their business. This is what Breakthrough does, using AI to not just automate the research and thinking needed, but then rapidly and accurately produce the right messaging to tell each story fantastically well, while continually learning from every engagement. Having spoken to hundreds of businesses, we know there is a wide-open opportunity to help improve the quality of business storytelling at scale, with Fortune 500 companies already among our customer base.”

 Brian Gonick, Co-Chief Investment Officer at Senvest Management LLC, said: “Adit has significant experience in building businesses that solve genuine problems, while his time at Google gave him unique insights into the challenges companies face in establishing effective go-to-market systems and approaches. As investors we look for management teams that combine sector and technical knowledge with an innate ability to identify and solve customer problems, something Breakthrough’s leaders embody exactly.” 

 END

Notes to editors

https://www.forrester.com/blogs/7-ways-to-use-genai-for-b2b-personalization/ 

The post AI-powered self-learning B2B sales messaging platform raises 600k pre-seed round to improve the impact of every sales touchpoint appeared first on CEO Medium.

Q: Can you share about your journey in the capital markets and how it shaped your career? 

DAVID BIRKENSHAW: Over 35 years ago, my journey started in the financial services sector with a focus on portfolio management and planning strategies. I quickly saw the need to understand market changes and find chances in undervalued areas. This view led me to the mining industry, where I noticed great potential for growth. I have led organizations like Meryllion Resources Corporation, focusing on exploration in South America and Oceania. Experience taught me that success in capital markets relies on flexibility and foresight. These qualities still drive my work at Birkenshaw & Company.

Q: What inspired you to create Bluesky Digital Assets and how does it fit with your expertise in mining and capital markets? 

DAVID BIRKENSHAW: My curiosity about disruptive technologies like AI and blockchain stirred the creation of Bluesky Digital Assets. These technologies could change traditional industries. Mining and technology feel distinct, yet both require innovation and efficiency. For example, AI improves resource exploration and operations in mining. There is a need  to connect these sectors, fostering investments that provide returns and expand boundaries in both industries. AI and innovation are vital.

Q: What trends do you see shaping the mining industry’s future and how should companies prepare? 

DAVID BIRKENSHAW: The mining industry now sees a major shift due to sustainability and technology. Investors and stakeholders prioritize ESG (Environmental, Social and Governance) principles. Thus, mining companies need cleaner, more efficient practices. Technological advancements are becoming crucial. AI-driven exploration and automation help stay competitive. Companies should accept these changes by funding research, forming strategic partnerships and focusing on long-term sustainability. Preparation involves research and partnerships.

Q: How do you lead in a complex, changing industry? 

DAVID BIRKENSHAW: Leadership means fostering teamwork and empowering innovation. Challenges arise in mining and capital markets. Solutions-oriented thinking is key. Encourage a culture of constant learning. Transparency and integrity matter; they build trust with stakeholders and allow bold ideas. A leader inspires confidence and guides an organization toward sustainable success. Confidence and guidance lead to success.

Q: What advice would you give to new entrepreneurs and investors?

DAVID BIRKENSHAW: Remain curious and adaptable. The business world changes constantly. Success depends on anticipating and responding to these changes. Entrepreneurs should solve real-world problems and develop sturdy, scalable business models. Investors need diversification and thorough research. Also, never overlook strong networking and mentorship; supportive, knowledgeable people can truly make a difference. Adaptability and curiosity are crucial.

The post An Interview with David Birkenshaw, Managing Director of Birkenshaw & Company Ltd. appeared first on CEO Medium.

Digital innovation is essential for the oil and gas industry to succeed in the face of increasing pressure. By adopting a digital-first approach, companies can alleviate the oil and gas crisis and work more efficiently.

In this article, we will explore five digital trends and innovations that the oil and gas industry can benefit greatly from.

The Rise of Robotics and Automation
Working within the oil and gas industry workers can often be exposed to hazardous materials, extreme temperatures, and confined spaces. In recent years, there has been a growing focus on safety in this industry, and robotics and automation are playing a major role in this effort.

Frost & Sullivan reported that the global gas and oil automation market is growing rapidly due to two key reasons:

–  To overcome COVID-19

–  To meet the growing need for efficiency, sustainability, and safety

The global gas and oil automation market is expected to reach £18.69 billion by 2025. This represents a staggering increase of 43% since 2020. The market is also growing at a compound annual growth rate (CAGR) of 7.5%.

Digital Equipment Testing
Oil and gas sites are inherently dangerous. While there are safety measures in place, such as efforts to eliminate hazards and providing workers with personal protective equipment (PPE), there is always room for improvement.

Regular safety examinations of systems can help to prevent accidents. This is because they can identify potential hazards and risks before they cause harm.

Enerpac’s Safe T™ Torque Checker is a device that can be used to validate and test the exact torque equipment used on-site. This includes the pump, wrench, and hose. The checker provides a precise digital readout of the torque, which can be used to ensure that the equipment is operating correctly and safely.

The performance and safety of an entire system can be instantly validated with digital equipment testing. This minimizes the chance of errors and incidents by identifying and addressing potential problems before they occur.

All-in-one data analytics tools
In the gas and oil industry, massive amounts of data are generated on a daily basis, which play a critical role in day-to-day operations.

Data is essential for many industries, as it provides powerful insights into production and performance. These insights can then be used to optimize processes, develop AI-driven algorithms, and improve performance.

The Power of Laser Scanning and 3D Printing
Sourcing complex, customized stand-alone parts can lead to extended downtime for oil and gas companies. This is a major issue in the industry, as it can result in significant revenue losses.

One way to reduce downtime by months and optimize operations is to laser scan every part of the impeller 3D models and 3D print metal fabrications.

As a result, companies can enjoy greater precision, insight into potential problems, and shorter planning times.

Sensors on the ring collect data that is then analyzed by cloud-based solvers. This process can help identify safety risks within the reservoir and provide new insights into structural design.

Adopting digital innovation can significantly help oil and gas companies overcome current challenges and stay ahead in a competitive market.

In addition, current digital trends can help improve operational efficiency, enhance worker safety, and reduce critical costs.

This can be achieved simultaneously with improving processes and technology.

https://uk.news.yahoo.com/gas-and-oil-may-be-rationed-warns-expert-173658512.html?guccounter=1

https://www.prnewswire.co.uk/news-releases/global-oil-amp-gas-automation-market-to-see-positive-growth-with-digitalization-and-new-disruptive-technologies-845171383.html

https://cablesafe.com/top-safety-tips-for-the-oil-and-gas-industry/

https://www.htlgroup.com/enerpac-industrial-tools/

https://addepto.com/blog/data-analytics-in-the-oil-and-gas-industry/

https://www.deloitte.com/global/en/Industries/energy/perspectives/digital-transformation-in-oil-and-gas.html

https://www.stratasys.com/en/stratasysdirect/resources/articles/energy-oil-gas/

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Tell us a bit about you and how you got to where you are today. 

Maths was a passion of mine, so financial services seemed like the smart choice for me because of the synergies between the two. I started out at Dun & Bradstreet and then went on to the St James’s Place Partnership.

Initially, I worked on business taxation and trusts. But as the regulatory environment changed, so my work soon became increasingly harder. At the same time, my wife and I were expecting our first child, so I decided to consider other career choices.

After changing careers, I moved to Alternative Networks (now part of Daisy Group). They were a company on the up, having taken advantage of the deregulation of the UK telecoms market in the 1990s. During my time there, I learned about all the different services available. It was also a good fit for my interest in technology.

While I was there, I became a bit of a BlackBerry expert and that’s how I made most of my commission, selling the product. Back then, to add the BlackBerry service could be as much as £40 a month in addition to charges for calls and data. But it was a must-have as it enabled the user to significantly increase their productivity while they were out of the office.

A few years later I took on a role as Vodafone channel manager at BlackBerry (RIM). My main remit was looking after the relationships of indirect Vodafone partners. During my time there, I met almost all the big players within the UK telecoms market. That put the seed of an idea in my mind for Assimilated.

While I was at BlackBerry, one of my partners (Olive Communications) offered me the job of sales director. The company had endured some tough times with their T-Mobile relationship and needed to make some big changes with a new leader and different approach. I jumped at the chance.

Through a combination of new business and acquisitions, we grew the business from 10,000 connected mobile numbers to more than 70,000. Then a new chief executive came in to look at private equity opportunities. That’s when I decided to leave the business and took some time out to work out my next step.

Then, in August 2013, I decided to launch Assimilated. I started by buying a small customer base from a guy who worked out of a building that can best be described as a shed. This saved the trouble of applying for a new partnership with Vodafone and provided us with a core group of small companies to work with.

What services does Assimilated International provide and where are you based?

We deliver telecommunications services (mobile, hosted telephony, fixed internet, device management, etc), in the main to international companies based in the UK or USA. We have bases in Milton Keynes, Studio City (Los Angeles), and Lisbon, and we are about to open another in Madrid.

What three tools have enabled you to run your business more effectively?

Tekton (our billing platform) – it’s streets ahead of the majority of our competitors. Our unique customizations based on the requirements of our customers ensure we are able to provide them with better information than anyone else, more quickly.

Zapier – it connects all our platforms to automate many tasks. We estimate it saves us around 50 working hours every week. We also plan to implement new automation that will eliminate all repetitive and basic tasks necessary to efficiently run the business.

Salesforce – I have a hate: hate relationship with Salesforce. Its licensing model is inflexible, it’s clunky and clumsy to personalize and use, and integrations with other products are expensive and more difficult than most of its competitors. Having said that, we couldn’t operate without it.

What has been the secret to your success? How did you get there?

We solve problems for customers. Almost every large contract we have won has been because we provide innovative solutions to the problem that our competitors can’t solve. Over time, we have carefully adapted to the needs of our customers, to grow our product and revenue streams.

What has been your greatest achievement in business?

Re-establishing the business after clearing out the shareholders and selling our Vodafone dealer base. It meant starting over five years ago, but now we are three times larger and can focus exclusively on providing the best products and services.

What lessons have you learned in business? What are the main challenges you have had to overcome?

In the first five years, we focused mainly on our Vodafone partnership. Our offering was one of a dealer rather than a wholesale provider, and we were restricted in how could service our customers and the products we were encouraged to sell. Although Vodafone is still by a large margin the network we spend the most with as a wholesaler, now we aren’t subject to any of the network-directed targets and product objectives that we were previously bound by.

What is the best piece of advice you could offer yourself now?

Invest in solid legal protections from the outset. First of all, it may seem expensive and unnecessary, but, long-term, it’s a decision you won’t regret. By ensuring you have both flexibility and protection to account for the many possible directions your life may take will pay big dividends. Also, be prepared to have harder conversations to achieve your goals.

What life goals do you want to achieve in both business and on a personal level?

I want to turn Assimilated into the dominant player in international corporate telecommunications and establish ourselves as the brand that enables customers to fully globalize their telecommunications, providing unparalleled operational efficiency and service. And I would like to get a second dog once my girlfriend agrees!

What would you say to anyone looking to start a business now?

 If you just want to ‘be your own boss’ or you are ‘tired of people telling me what to do’ – don’t do it. But if you have a vision, make sure any legal agreements you have to allow you to achieve it without fear or favor.

The post Driving the future of telecommunications: an interview with Owen Keenan-Lindsey, founder and CEO of Assimilated International appeared first on CEO Medium.