When Clayton Christensen talked about Jobs to Be Done, he made a simple but profound point:
Customers don’t buy products. They “hire” them to do a job in their life or business.
The question for us at Ambassador wasn’t what features do we sell? It was:
What job are companies really hiring us to do?
The Job We’re Really Doing
When we stripped away the feature lists, the integrations, the channel capabilities, the answer was clear:
Companies hire Ambassador to turn customer engagement into a self-driving system—so they can grow without growing their team.
That “job” shows up in multiple forms:
- A CEO under budget pressure who needs growth without headcount expansion.
- A CMO tired of juggling multiple tools, agencies, and internal bottlenecks.
- A CSM leader who knows churn is preventable but doesn’t have the resources to stay ahead of it.
The Hidden Cost We Discovered
As we mapped those jobs, we noticed a pattern:
Every single one ties back to the same financial pain—the cost of Sales & Marketing, specifically customer engagement.
It’s one of the biggest line items in a company’s P&L. And it’s…
- Spread across bloated teams.
- Inflated by agency retainers.
- Duplicated in overlapping SaaS tools.
- Slowed down by manual execution.
It’s also one of the least scrutinized areas of spend—until budgets tighten.
From Job to North Star
Once we saw it, the positioning wrote itself:
We give companies control over the most overlooked line item in their P&L: customer engagement.
And we turn it from a manual, headcount-heavy expense into an autonomous growth engine.
That’s not just a tagline—it’s a decision filter for how we sell, how we onboard customers, and how we build the product.
How This Shapes the Sale
Our sales motion now follows a Land → Expand → Transform path:
- Land: Start with one high-impact growth lever (referral, loyalty, incentives, or targeted automation) tied to a measurable KPI.
- Expand: Layer in more triggers, more channels, and Hiro AI orchestration once ROI is proven.
- Transform: Replace multiple tools and manual processes with an always-on engagement infrastructure that cuts CAC, increases NRR, and lowers labor costs.
Why This Matters
This reframing changes everything:
- We’re no longer just selling a feature set—we’re solving a P&L-level problem.
- CSMs can tie their work directly to ROI, not just adoption metrics.
- Product can prioritize features that deepen our ability to automate the job we were hired for.
The takeaway?
Jobs to Be Done gave us the lens. The P&L gave us the target.
And together, they gave us a North Star that’s not only true for us—it’s impossible for the right prospects to ignore.
