In the early days, it’s tempting to say yes to everything, especially if you’re in services and can technically do it all.
But if you want to build a business people refer to, remember, and trust, saying “we do everything” is a fast track to being forgotten.
Walt Maclay learned this the hard way. He didn’t start with a GTM strategy or customer persona. He just started consulting after selling off a previous company. And like many technical founders, he figured the work would come if the skills were strong.
It didn’t. The turning point wasn’t better execution. It was focus.
Broad Capability ≠ Marketable Offer
Voler Systems could build almost anything with electronics and firmware. But that didn’t help anyone remember what they actually did.
Once they narrowed their pitch to wearable medical devices, the business changed:
- Messaging got sharper.
- Referrals got easier.
- Inbound got more relevant.
- And marketing started compounding.
Being known for one thing is exponentially more powerful than being capable of ten.
Most Early Leads Come From Familiarity. Not Differentiation
The first few customers came from past relationships. That’s normal. But warm intros only take you so far.
To grow past the people who already know you, your message needs to do the work. That means making it easy for others to repeat.
No one will say, “Oh yeah, they’re great. They can do all kinds of electronics stuff.” But they will say, “You should talk to them. They specialize in wearable medical tech.”
If your pitch doesn’t survive the handoff, it’s too vague.
Technical Founders Undervalue the Hard Skills That Actually Close
Walt admits he didn’t know how to network. And he’s not alone.
Engineering doesn’t teach positioning. It doesn’t teach marketing, and it definitely doesn’t teach relationship-building at scale. But that’s what turned Voler into a business, not the technical ability to ship a device, but the commercial ability to be remembered for something specific.
You don’t have a position if your current messaging could apply to five other companies. You have a skillset. And skillsets don’t scale.
Clear wins. Narrow wins. Repeatable wins.
Focus Feels Risky. That’s How You Know It’s Working.
Most founders don’t resist niching down because they disagree with the logic. They resist it because it feels like saying no to money.
Walt Maclay didn’t start with a tight niche. He backed into it by listening. As enough customers continued to ask for medical and wearable work, it became clear that this was where they had momentum, relevance, and repeatability.
But shifting to say, “This is what we do,” meant choosing not to talk about all the things they could do. And that’s where most founders hesitate, right at the point where positioning starts to work.
The fear is real. You worry about turning off deals you’re technically capable of. You worry the market might be too small. You worry that being specific will lock you out.
But once you commit and see it work, the fear fades. Then focus becomes a habit, not a gamble.
Generalists don’t get referrals. Specialists do.
Being great at “software development” is a commodity. Being the team that solves firmware issues in wearable medical devices is a reputation.
It’s not about being the best in the world at everything. It’s about being the best in the room for something clear enough that others can remember and repeat.
The tighter the niche, the stronger the signal.
Walt didn’t become a medical expert overnight. He didn’t need to. He followed the pull of the work, compounded learning with every engagement, and eventually built the expertise into the company’s DNA, one project at a time.
If you can’t afford to hire specialists, grow them. If you don’t feel ready, pick a narrow space and get good. The goal isn’t exclusion. The goal is recognition.
PMF Doesn’t Happen All at Once. It Accumulates
Most founders discuss product-market fit as if it were a single moment. But in practice, it’s slow, steady, and often obvious only in hindsight.
For Voler Systems, it didn’t appear as one big client or an inflection point in revenue. It showed up as repetition:
- The same kinds of customers.
- The same types of projects.
- The same use cases and needs.
- The same “yes” showing up in different conversations.
And that clarity made every part of the business stronger. Referrals got warmer. Outbound got sharper. Targeting got surgical.
Because once you know exactly who you serve, it’s easy to spot them, and easier for them to recognize you too.
If You’re Early… Focus, Network, and Get Advice
Walt’s advice for founders isn’t flashy, but it’s durable:
- Learn to network, especially if you’re technical.
- Narrow your message until people can repeat it without your help.
- And listen to mentors before you think you need one.
The early years are about becoming known for solving one thing better than anyone else. The more time you spend chasing scope, the less time you spend building traction.
It’s not the most exciting advice. But it’s the kind that keeps a business relevant for 46 years.
Conclusion
Being capable isn’t enough. Being memorable is what drives business growth.
The founders who win aren’t the ones who do the most. They’re the ones who become known for solving one problem better than anyone else.
Walt Maclay didn’t scale Voler Systems by casting a wide net. He built a reputation by narrowing in, listening harder, and getting specific. Again and again.
If your positioning feels safe, it’s probably too broad. If it feels risky, you’re getting close. Pick a focus. Make it obvious. Stick with it long enough to be known for it. That’s how real growth compounds.
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Voler Systems specializes in firmware, sensors, and electronics for regulated devices that actually ship. Learn more at volersystems.com or reach out directly to walt@volersystems.com.
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