From enterprise ambition to buyer consideration.

Enterprise ambition. Intermittent analyst contact.

Cloudsmith had built its platform and a customer base that included many smaller organisations. Under CEO Glenn Weinstein, the company was pursuing larger enterprise customers and the demands that came with them.

Glenn understood the influence analysts could have on enterprise buying. He had held occasional briefings, fitting them around other responsibilities. What he needed was consistent execution: the right conversations, properly prepared and followed through, so he could focus on explaining the business.

Earn consideration alongside established providers.

The goal was for Cloudsmith to be considered alongside JFrog and Sonatype by organisations with the most demanding enterprise requirements. Buyers knew the established providers. Analysts advising those buyers needed to understand why Cloudsmith belonged in that consideration set.

That meant sustained education about what Cloudsmith had built, how its architecture differed and where those differences could offer an advantage. Its partner approach was part of the story: how the platform could work with existing tools without requiring wholesale replacement of the surrounding environment.

A recommendation, checked directly.

An investor on Cloudsmith’s board introduced Glenn to Kea after receiving a recommendation from a founder whose company had worked with Kea for several years.

Glenn then spoke directly with Kea’s client references about their experience, what had worked and what a productive relationship required. Those conversations gave him the confidence to proceed. He took personal ownership of the engagement and remains directly involved alongside Cloudsmith’s marketing, product and technical leaders.

Make the business understood. Keep that understanding current.

The programme began with a clear account of Cloudsmith: who it served, what it could deliver, where it was heading and the evidence behind its enterprise ambition. Kea mapped relevant analysts, coordinated outreach and briefings, prepared the team for each audience and maintained follow-up.

Cloudsmith supplied the product expertise, demonstrations and customer evidence. Kea brought programme ownership and research context, connecting each conversation to the analyst’s interests and previous questions.

1. Establish relevance

   Identify the analysts covering artifact management and adjacent markets, and explain Cloudsmith’s place within them.

2. Build understanding

   Prepare focused briefings, bring forward product and customer evidence, and follow up on the questions that matter.

3. Apply the work

   Support research participation, interpret assessments accurately and help sales use relevant analyst context in buyer conversations.

Analyst questions made the education practical. They examined enterprise rollout, resilience, business value, policy ownership and integration with existing tools. Later discussions added more detail on AI-driven scale, security buying roles and data sovereignty.

As the company evolved, the programme kept those conversations moving. The work extended into research questionnaires and factual reviews, interpretation of assessments, and account-specific guidance for sales.

A relationship led from the top.

Glenn’s continued involvement connects the programme to Cloudsmith’s direction and enterprise ambition. In feedback on the programme’s year-in-review, he wrote:

The next step is to capture buyer feedback more consistently through the sales process: which research firms were involved, what buyers needed to understand and where analyst input contributed to a decision.