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Time to Yes™ · measured in weeks, not quarters

For ambitious AI companies with enterprise demand

Get to Yes. Faster.

Commercial enablement for emerging AI companies that already have evidence of enterprise demand but are struggling to turn that demand into revenue.

We find the friction standing between the two, and we bring the people who can remove it.

Proof Over Promises.™

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Proof
  • 9enterprise meetings booked in 30 days for one founder. Demand was never the problem.
  • 15days to rebuild a customer success campaign that was slowing onboarding.
  • 12seats a month in the Room, by request. That is the whole capacity.

01Who this is for

  • AI-native SaaS
  • Agent platforms
  • AI infrastructure
  • Developer tools
  • Vertical AI
  • Data and evaluation platforms
  • Applied AI inside regulated industries
  • Hardware and physical operations with AI in the workflow
StageSeed through Series B, with the occasional pre-seed exception
RevenueRoughly $0 to $15M ARR
ProductWorking and in someone’s hands, not a prototype held together by optimism
DemandAt least one real signal: pilots, LOIs, design partners, customers, or enterprise conversations already happening

We are not an accelerator, and we are not where you go to decide what to build. We work after that, when the market is responding and the question becomes what has to happen next.

Demand is not the problem. Friction is.

Your product can be good. Buyers can be interested. You can have capital. And you can still spend months working out what has to happen next, and who could possibly do it.

Eight places Yes gets stuck

  • Positioning
  • Buyer validation
  • Pilots
  • Partnerships
  • Procurement
  • Security review
  • Pricing
  • Customer experience
Demand enters on the left. Pilot structure, security review, and procurement are where it slows. Yes is on the right.

Not eight services. Eight examples of where a Yes goes quiet.

02Does this sound like you

If you have said one of these out loud, we should talk.

  • “Five enterprises are interested. None of them have converted.”
  • “The customer wants a pilot and we do not know how to structure it.”
  • “Security review has stalled us for three months.”
  • “Everyone likes the product, but we are talking to four different buyers.”
  • “We raised our seed and now our investors expect revenue.”
  • “The CIO loves us. Procurement is killing us.”
  • “I can afford to hire, but I do not know whether I need sales, marketing, partnerships, or customer success first.”

The common thread is not your industry. It is commercial friction that showed up after the demand did.

03The commercial layer

You should not have to go looking.

The reason friction lasts months is rarely that a founder does not know it exists. It is that fixing it means finding the right operator, the right vendor, the right specialist, and then managing all of them while still building the company.

We keep that bench. Vetted against the EarnedTrust Standard, introduced when the work calls for it, and orchestrated so you are running one process rather than six.

One relationship at the centre, six vetted benches around it, sequenced so you run one process instead of six searches.
  • Positioning and messaging people who have sold into your buyer before
  • Pilot and pricing structures that convert rather than expire
  • Security, governance, and procurement answers ready before the review starts
  • Onboarding and customer success help when the drag is after the signature
  • One person accountable for the sequence, which is the part nobody owns

Find the friction. Move the work.

  1. Diagnose
  2. Prioritize
  3. Orchestrate
  4. Measure Time to Yes

We work alongside founding teams to determine what must be true for the next Yes, then bring the strategy, the expertise, and the execution to move it forward.

04The difference

Your next Yes is rarely just a sales problem.

It may be positioning. It may be the wrong buyer. It may be procurement, or the way the pilot is structured, or a security review nobody staffed. It may be pricing. It may be something no one on the founding team owns.

  • You do not need more leads. Your pilot is not structured to convert.
  • Everyone loves the demo. Nobody can say who signs, so it never converts.
  • Procurement is a six week problem you are treating as a one week problem.
  • You have six possible markets and limited runway. Your problem is sequencing.

Time to Yes™

The time between demonstrated enterprise demand and revenue.

Every unnecessary decision, handoff, requirement, and unresolved question adds time to it.

We shorten it.

We take your baseline in the first session, and we check it again at thirty and ninety days. If it has not moved, that is the conversation we have, rather than the one we avoid.

05Yes is never one person’s

Nobody signs this alone.

You are selling to a room, and every seat is asking a different question. The money usually sits with the technology leaders, which is why a deal aimed at one enthusiastic seat stalls in month four with nobody willing to say no out loud.

CTO
Does this hold as we ship faster? Holds budget.
VP Eng
What does this cost my team in weeks? Holds budget.
CAIO
Is the accountability answer defensible to a board? Holds budget.
CIO
Does it fit the stack we already run? Holds budget.
CISO
Does this reduce real risk, or only document it?
Legal
What happens in a regulatory review, and what did we write down?
CEO
Does it protect revenue and the story we tell customers?

06What happens after you book

No mystery, no discovery maze.

  1. BeforeYou send one paragraph on what is stuck. I read it before we meet, so we do not spend the session on background.
  2. The sessionSixty minutes. We locate the friction, name it, and agree the single next move and who owns it.
  3. AfterA one page summary within two working days: what we found, the move, and the measure we will check in thirty days.

If I conclude I am not the right help for you, I say so in the session and refund you rather than book a second one.

Jules Okafor, founder of EarnedTrust

07Who you actually get

One person, in the room, every time.

Jules Okafor, JD. Operator before advisor: Yahoo, Brex, Nextdoor, Google, Exelon, and first employee at Fortress Information Security, where I helped build the commercial engine and saw it through to sale. I have testified before the House Homeland Security Subcommittee on Cybersecurity and Infrastructure Protection.

You are not handed to an associate. The person who reads your paragraph is the person in the session, and the person who calls the operator you need.

More about Jules

08The whole model

If it does not fit on a napkin, it is not a model.

A hand drawn one page summary of EarnedTrust. Who: technical co-founding teams. When: a product exists with enterprise demand and capital. Problem: not knowing what must happen next to convert demand into repeatable revenue. Solution: commercial enablement. The cycle runs focus, fix, prove, sell, repeat. The KPI is Time to Yes and the outcome is enterprise revenue.
Focus, fix, prove, sell, repeat. The measure is Time to Yes. The outcome is enterprise revenue.

09Start here

One working session, and one question first.

A commercialization diagnostic is one to one, it happens this week, and it ends with the friction named and the next move agreed. The Room is monthly, twelve seats, by request.

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Before we meet

What do you already know is true about your company that you have been avoiding saying out loud?

A paragraph, or ninety seconds of video, sent to Jules@earnedtrust.io. It takes one sitting if you are ready, and it does not get easier by waiting.

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