We built a tool to fix one key problem. Our clients told us it solved five others.

When I started Bridj, I had a very clear brief for myself. I'd spent twenty plus years in B2B marketing, the last chunk of that as a CMO, and I'd watched the same problem play out inside business after business. Sales knew things marketing didn't. Marketing made decisions that sales could have told them were wrong, if the communication and systems had been on point. The gap between those two teams wasn't personality or politics, it was structural. Nobody was capturing what was happening in commercial conversations and routing it anywhere useful.

So I built Bridj to fix that. Clear problem. Clear solution. I was a marketer. I knew how to communicate. Easy.

The feedback

A few months in, one of our clients said something that stopped me mid-sentence. "I know this is a tool that helps marketing," she said, "but this is a key RevOps tool for us."

She wasn't wrong. She was right in a way we hadn't fully articulated yet, not because we didn't know, but we didn't, i didn't want to confuse our early cohort. And once I heard it, I couldn't un-hear it. We continued to pay attention to how different people in different roles were actually using Bridj, and the picture that emerged was not the one on our original one-pager or investor deck... 

A marketing team using our AI prompt feature, built with context of their specific insights, to feed their own content generation engine.

A founder using us to create content to boost his own LinkedIn profile, without the hassle of doing any research — he just sees what his clients are saying within Bridj, then off he goes.

A sales leader using it to understand why a few deals went quiet in the same week and feedback that to his team.

A product manager using us to see what clients are ACTUALLY asking for.

A customer success manager using it to get ahead of potential issues and creating content for her team to use in response.

A CEO getting a clear picture (for the first time in a while) on the objective reality of what the market is asking for, straight from his clients' mouths.

Same product. Completely different use cases. All of them legitimate.

What we're actually building

There's a category called conversation intelligence. Gong, Jiminny, Chorus, most of the tools in this space (and the wider 'revenue intelligence' space) were built for one primary user: the sales manager reviewing call recordings. They're rep tools. Pipeline tools. Coaching tools. They're very good at what they do. That's not us.

Bridj was built with a different user in mind. The marketing leader who needs to know what's happening in sales conversations but will never get a sales director to pull that report on their behalf. The person who's making positioning, messaging and campaign decisions based on signals that exist but aren't reaching them.

That's still true. That's still the core of it.

But what the clients showed us is that "conversation intelligence that works for teams beyond sales" is only half the idea. The other half is operational intelligence. What gets said in commercial conversations, whether that's a sales call, a client meeting, a renewal discussion or a discovery session, has operational value well beyond the immediate context. It tells you what your market is worried about. What objections are hardening. What competitors are being mentioned. What your own product is failing to do. What a deal needs to move.

The problem in most businesses isn't that this information doesn't exist. It's that it never gets captured in a structured way, and even when it does, it doesn't get routed anywhere that can act on it before the moment passes.

That's the gap Bridj sits in. Not just between sales and marketing, but between what's happening in commercial conversations and what the business is able to do with it.

Why this matters more than ever right now

Every major platform in this space, HubSpot, Salesforce, Gong, Adobe, operates within its own ecosystem. Each of them is incentivised to keep the intelligence inside their own walls. None of them has a clean, agnostic signal layer that works across the whole revenue stack regardless of what CRM or sales tool a client is using.

That's not a gap that any of the incumbents are rushing to fill, because filling it honestly would mean making themselves interoperable with their own competitors. So it stays open.

Bridj's position is to be that layer. Agnostic by design. Built to surface intelligence from wherever the conversations are happening, and route it to whoever in the business can act on it. Not just marketing. Not just sales. The whole revenue-facing team.

The teams who benefit, and how

In practice, this is what it looks like across a mid-market B2B business.

Marketing uses Bridj to understand what's actually happening in the sales conversation. What language buyers are using. What objections are landing. What the ICP really cares about versus what the positioning says they should care about. This closes the loop between what marketing creates and what sales actually needs.

Sales uses us to spot patterns before they become problems. Three deals going quiet at the same stage isn't bad luck, it's a signal. Weekly themes from across the call base give sales leaders the context to coach, to adjust, to act.

RevOps uses us as the operational connective tissue. Intelligence from conversations feeding directly into CRM hygiene, pipeline accuracy, and process improvement. Not as a reporting exercise, but in real time.

Leadership uses us to stay close to the market without being in every conversation. A well-structured weekly digest from Bridj is more useful than a quarterly review that's already six weeks old by the time anyone reads it.

Product and CS use us to hear what customers are actually saying about gaps, friction and missing features, surfaced from real commercial conversations rather than post-hoc surveys nobody fills in properly.

None of that (Some of it) was in the original pitch deck. All of it is real.

The honest version of what I've learned

I failed at simplicity. We set out to solve one clearly defined problem and ended up building something that solves five, at least. Our messaging is still catching up with what the product actually is.

But I've also come to think the "fixing sales-marketing misalignment" hook is still the right way in. It's specific, it's felt, and every person who's sat in a B2B business for more than six months knows exactly what it means. The problem is real. The frustration is shared. You start there, and then the product does the rest of the work once they're inside.

What I'm more careful about now is not letting the hook become the ceiling. Bridj isn't a sales-and-marketing tool. It's a conversation and operational intelligence layer that, for most businesses, the sales-marketing relationship is the most obvious place to feel the benefit first.

Start there. But don't stop there.

(The client who called it a key RevOps tool is still one of my favourite ever pieces of product validation. And she said it entirely unprompted, which, if you know anything about B2B SaaS founders, is basically Christmas morning.)