Adir Zimerman: Rainmakers, big deal, enterprise markets
Adir Zimerman has spent his career doing what most founders see as impossible. He closed Walmart, Coca Cola, Procter and Gamble, Deutsche Telekom and Ping An long before his startup looked like it belonged in those rooms. Today he runs Rainmakers, a revenue operating system built for early stage founders who need real pipeline and real sales, not theory.
Adir learned early that enterprise selling is not about scripts or tricks. It is about understanding the organisation in front of you better than they understand themselves.
“When you work with the big guys you must understand their organisation and how they prioritise. You are not closing one person. You are closing floors of decision makers.”
Adir Zimerman
He learned that during SCREEMO, the startup he built into a global company with offices in Tokyo, Shanghai, Berlin, Mexico and Arkansas. To close a giant like Walmart or eBay, he had to inspire the CEO, then earn trust from the executive team, and then work through layers of VPs, directors and managers. Every one of them has different incentives. Every one of them can kill the deal.
How to create pressure inside a large organisation
Adir never relied only on cold outreach. He blended warm intros, network effects, targeted content, podcasts, internal champions and constant touch points across the entire account. His rule
touch the organisation from every angle. Enterprise deals rarely move unless the company feels your presence everywhere.
Sales cycles were long. Three months if things aligned. Twelve to eighteen months if the reality of enterprise complexity kicked in. But he proved that small teams can win big if they stay disciplined and structured.
Why SCREEMO scaled
Adir documented every process from day one. It annoyed his co founders, but the playbooks became the operating system that allowed the company to scale across continents. When new hires joined, nothing had to be reinvented. Growth became repeatable.
He also used network intelligence as a multiplier. A single warm introduction from a respected executive created instant credibility. One CEO tells another CEO and suddenly you are no longer the small unknown startup. You are the company recommended by someone they trust.
Entering China without a roadmap
SCREEMO entered China after a chance meeting with a Ping An executive at a Microsoft event. Adir thought it would be just another geography. He quickly discovered China is an entirely separate universe with its own internet, its own infrastructure and its own technical rules.
His team flew to Shanghai, took over an entire hotel floor, turned it into a temporary office and rebuilt the product from scratch in one month. That was the only way to meet the deadline. It worked. And it opened doors no Western startup usually touches.
Why Rainmakers was born
After years selling into complex markets, Adir noticed a common pattern. Every sales methodology in the ecosystem assumes the startup already has product market fit and a stable team. But early founders have neither. They pivot monthly. Messaging changes weekly. Teams are tiny. Founders are forced to sell without structure.
Rainmakers was created to solve that gap. It gives founders a repeatable way to generate leads, close deals and deliver customer success long before they can afford a full revenue team.
“Start early. Build your revenue organisation before you need it. Do not wait to fail for three years.”
Adir Zimerman
What early stage companies actually need
Adir breaks the journey into four steps.
Ideation
founders talk to the market and validate problem statements.
Design partners
still founder led, supported by a mentor who understands how buyers think.
Go to market validation
a blend of founder led sales, SDR support and the first customer success motion.
Scale
senior hires come only after closing and retaining the first wave of customers.
Too early and the company struggles. Too late and the company runs out of money. Timing matters.
A real world turnaround
One Rainmakers client spent three years failing to reach product market fit. Wrong ICP. No strategy. No structure. After joining Rainmakers they rebuilt messaging, set simple revenue plans, launched proper outbound, closed customers and activated customer success.
Then their investor collapsed. No money left. They should have died.
They survived because they had built a real revenue engine. They shifted to channel partnerships and kept growing without external funding.
“Sales cures almost everything. A strong revenue engine can save a company even when the investors disappear.”
Adir Zimerman
Adir’s philosophy is built on direct experience. Founders win by iterating fast, learning even faster and building systems that scale before it is too late. Big deals, big markets and enterprise level trust all come from discipline and consistency, not luck.
