Building analyst recognition in a specialist market.

A specialist story needed explaining.

Sweepr helped telecommunications providers deliver more personalised digital customer care. Its platform connected customer context, diagnostics and decision-making with tools for building and improving service journeys.

That proposition crossed several research areas: telecoms, customer experience, customer service and journey orchestration. Analysts needed to understand where Sweepr fitted in an operator’s existing technology and why it was more than a chatbot or another digital interface. Its focus on one vertical made finding the right research audience particularly important.

Recognition where it mattered.

The objective was to make Sweepr understood by analysts whose research informed telecoms and customer-care decisions, and to translate that understanding into relevant coverage.

Customer evidence was central. The programme needed to show how operators used the platform, what made the approach different and how its capabilities supported better service journeys. Research inclusion was an ambition, supported by a sustained exchange with analysts about the business and its progress.

The right support at the right stage.

The relationship began through Kea’s direct outreach to Alan Coleman, Sweepr’s CEO and co-founder. Having experienced the value of analyst recognition in an earlier venture, Alan understood the opportunity. The initial question was timing.

Kea stayed in contact while Sweepr developed its customer proof. Alan’s early assessment was that the proposed approach aligned with the company’s strategy, but that stronger case studies were needed first. When Sweepr revisited its AR plans, Kea brought a structured programme of analyst selection, preparation and follow-through. The programme kicked off in April 2022.

Leadership backed by customer evidence.

Alan Coleman led much of the early engagement. Finbarr Callaly, Global Head of Sales, became a central contributor as the programme developed, bringing commercial progress and customer use cases into the discussions. Technical colleagues supplied demonstrations and the detail behind the platform.

1. Find the right fit

   Kea mapped the platform to relevant telecoms, customer-care and journey-orchestration research. Briefings explained where Sweepr sat in the technology stack and which operator problems it addressed.

2. Make the proof clear

   Preparation and demonstrations connected the technology to real customer journeys. Follow-up discussions used the TELUS deployment to explain practical use cases, adoption and operational value.

3. Follow through

   Kea coordinated research submissions, interviews and factual reviews. Analyst questions shaped subsequent updates, while changes in research ownership prompted fresh introductions and demonstrations.

The programme also gave the team practical guidance on category positioning and research requirements. Conversations moved beyond introductory presentations into customer case studies, product demonstrations and updates on commercial progress.

Visibility had to have a purpose.

Alan’s priority was clear: Sweepr needed to be discussed and mentioned in relevant research. He wanted the programme to identify forthcoming reports and focus effort on credible opportunities for coverage.

As Finbarr took a larger role in briefings, the conversations connected that ambition with the realities of selling into telecoms: customer deployments, buying priorities and evidence of progress. The programme gave Sweepr’s leadership a continuing dialogue with analysts who could question and understand the proposition in depth.