CATEGORY POSITIONING:
When what you’re building isn’t fully defined–but needs
Define the category you’re building—and how the company is understood by investors, customers, and the market.
At this stage, companies aren’t just building a product—
they’re shaping how the market understands it.
Early signals form quickly—through investor conversations, partnerships, and customer interactions.
Without clear category definition, those signals fragment—and the company gets positioned by default.
Once that narrative takes hold, it becomes difficult to change.
Best Suited For
When early signals are forming—but how the company is understood isn’t fully controlled.
Preparing for investor, partner, or early market conversations—without a clearly defined category
Entering the market with a strong product—but without clear positioning around it
Being described inconsistently across investors, partners, or early customers
Gaining attention—but without control over how the opportunity is framed
Operating within a category that doesn’t reflect the full value
The Five Questions That Define the Category
These are the questions that shape how the company is understood—by investors,
partners, and the market.
01
What category are we actually building—and does it already exist?
Defines the category the company is entering or creating—and whether it should lead an existing space or establish a new one.
02
What makes this category necessary now?
Clarifies the timing, relevance, and underlying shift that makes this category viable and important today.
03
How should the company be positioned within the category?
Establishes how the company is differentiated within the category—and why it is best positioned to lead.
04
What narrative will shape how the market understands this opportunity?
Defines the narrative that frames the opportunity across investors, partners, and customers.
05
How do we ensure that narrative holds across investors, partners and customers?
Aligns how the company is communicated across key audiences—so the narrative holds as the company gains visibility.
How the
Sprint Works
The Category Positioning Sprint is a focused sprint designed to define how the company is understood—before that perception takes hold.
Duration:
Typically 3-4 weeks
Engagement:
Focused working sessions with founders and key leadership, supported by structured development between sessions
Structure:
Strategy sessions combined with real-time synthesis—shaping positioning and narrative as the work evolves
This sprint is designed to create clarity quickly—so leadership leaves aligned on how the company is positioned and understood
in the market.
Core Outputs
By the end of the sprint, leadership is aligned on how the company is positioned—and how it should be understood in the market.
Clear category definition and strategic positioning
Defined market narrative and framing
Defined target market and core audience within the category
Differentiation within the category
Alignment on how the company is described across audiences
Positioning foundation for investor and go-to-market work
These outputs shape how the company is understood across investors, partners, and early market interactions.
Where This Sprint Fits
Category Positioning typically follows Strategic Foundations—defining how the company is understood before entering investor conversations
or the market.
Strategic Foundations
Category Positioning
Investor Readiness
Go-to-Market Clarity
Operational Alignment
This sprint shapes how the company is understood—before capital is raised and market activity begins.