Go to market

NDA. Proof on their floor. Then they own the archive.

Closed book, named accounts

Trinity Sky is selling organizational memory as a private company. Year 1 is a closed book: Fortune 100 buyers and government procurement committees. Two account executives plus counsel work those names. The tickets are enterprise. Seed success is booked annual contract value, not a waitlist and not a launch date.

Management will fill three to eight named rows under confidentiality. Until those rows exist, Year-1 mix tables are planning constructs. The pipeline is unsigned today. That is the present tense — no invented brands on a slide, no invented awards in a deck.

Four numbers underwrite the week: papers opened, jobs started, logos signed, annual value booked.

Press and inbound curiosity stay off that board. The memory a committee licenses is the store that later holds campaigns, KPIs, and decisions. After the first land, the commercial loop can compound on the product already running. Seed does not rent a marketing stack to remember what worked.

Six weeks, ten weeks, sixteen weeks

Clock length tracks the land. CORE is about six weeks — one division on the buyer’s VPC or data center. DIVISION is about ten — isolated land and a software air-gap option. ENTERPRISE is about sixteen — air-gap as the default path when the data cannot leave the building.

Sales dollars open the conversation. Engineering, air-gap deploy, and enterprise integration make those weeks real on the buyer’s hardware. The job installs sovereign memory. It is not a chatbot demo. The archive goes in the building. Recall runs. When the system is not sure, it fails closed.

Pilot credits sit on the customer side of the table. A committee can start without opening a science budget. The fee credits against the land. CORE’s modeled credit is $150,000. Six weeks is a first division that can remember. Ten weeks is a line of business that can stay isolated. Sixteen weeks is a flagship that can run disconnected. Each clock is a factory job the seed is built to staff.

Hardware the committee keeps

When the contract books, the memory lives on the buyer’s machines — in the building or in their own cloud. When the relationship ends, the archive stays. Annual contract value sits against a signed record, not a rented window that forgets on Monday.

Modeled list prices are proposed, not live. CORE is $2 million. DIVISION is $8 million. ENTERPRISE is $25 million. Commercial first customers sit in a $4–12 million band. Larger sovereign flags are a Year-2 and Year-3 expand, after the first archive is already theirs.

• SSI-CORE — $2 million annual. One division. Buyer VPC or data center. Five hundred named users and fifty builders in the model.
• SSI-DIVISION — $8 million annual. A line of business. Isolation, plus a software air-gap option.
• SSI-ENTERPRISE — $25 million annual. Flagship or sovereign install. Air-gap as the default path.

The signed contract is the land. Expansion is more of the same record — more divisions, more seats, more of the estate in production — on machines the buyer already controls.

One million for the desk, two million for credits

The $20 million ask puts $1.0 million on sales and $2.0 million on enterprise pilot credits. Two account executives plus legal load at about $0.9 million. The million-dollar sales line covers that desk. Credits make the first land a start, not a favor.

A full sovereign pursuit costs more than the seed sales line. The remainder lives in Year-1 sales and marketing once the company is converting. A million dollars does not buy a national campaign. Seed does not pretend otherwise.

Named rows move from confidentiality to a live job to a signed archive. A diligence desk can count the same four numbers every week. That is the underwriting. The book is still being named.

What trips expand

Phase 0 is months 0–9. Named-account work. Confidentiality. A live job. An air-gap pilot. The gate is three signed logos or $15 million booked ACV. Either prong is enough. Hit it, and expand can begin. Miss it, and the company revises the sales plan. A calendar does not fill the gap.

Either prong. Then expand. Or revise the plan. Waitlists do not substitute.

Phase 1 is months 9–18. Existing accounts take more of the archive. Government vehicles can open a prototype and, later, a task order. A Phase I SBIR at the current $323,090 cap is first federal cash if it arrives. It is not an $8 million government logo. The Phase 1 KPI is $40 million recognized run-rate.

Series A targets $250 million inside a $200–300 million size band. That band is raise size, not seed pre-money. The trigger is $80 million recognized run-rate, or fifteen logos plus one government task order of at least $15 million. If the trigger does not trip, the company bridges against a revised plan. Leftover seed does not become a street team.

The record in the building

For the buyer, the product is memory on their side of the air gap. Last quarter’s decision is still last quarter’s decision on Monday. Language on top can still write. The model is not the filing system. Year 1 is that signed archive — a named committee, a live job on their hardware, a contract that leaves the record in the building.

$20 million is an ask. There are no customer logos yet. Public brand starts after those logos exist.

Next in the catalog: The market we can take.