We onboard the customer first, then the OEM
Our rollout order looks backwards at first glance. Here is the thinking behind landing the factory floor before the buyer.
The buyer of My.Win is the OEM. But the first people we get onto the platform are often the OEM's customers, the food manufacturers running the machines on the factory floor. That order is deliberate.
Why start with the user, not the buyer
A maintenance team feels the value of My.Win immediately. They scan a machine, they get the manual, they ask myExpert a question, they order the right part in one tap. There is nothing to be convinced of, because the benefit is in their hands the moment they use it.
The OEM's value is just as real, but it is a slower realisation: visibility across the installed base, recurring after-sales revenue, retention, winning the next CAPEX cycle. Those are felt over months, not in a single scan.
So rather than ask an OEM to imagine the value in the abstract, we make it concrete first. We help set up the OEM's account, get their customer using it on real machines, and let the activity speak. By the time we sit down with the OEM, there is a working installed base to look at, not a slide.
What this asks of us
It means we do unglamorous setup work up front, often on the OEM's behalf, before there is a signed deal. We think that is the right trade. A product with zero usage is a pitch. A product already humming on a customer's floor is evidence. We would rather show than tell.
This is also how we are building toward a network. Once both the manufacturer and the OEM are getting value, My.Win stops being a tool one party bought and becomes the place the relationship lives.