Unlocking big deals and conquering big markets
When you listen to Adir Zimerman talk about sales you understand why he closes the companies most founders are afraid to even email. He has built teams across continents, opened offices in Tokyo, Shanghai, Berlin and Mexico, sold to Walmart and Coca Cola, and somehow still carries the energy of a founder who is starting everything from scratch again tomorrow morning.
Adir is one of the rare hybrids. A technical mind who once served as a CTO and a deeply instinctive sales operator who has lived inside enterprise cycles for more than a decade. That mix is what shaped Rainmakers, the revenue operating system he leads today, and it is also what makes him dangerous in any room where deals happen.
How Adir Learned to Sell at Global Scale
Most people enter enterprise sales by accident. Adir entered by force. He built SCREEMO from zero to a global presence and had to figure out how to sell to the largest companies on earth long before he had the headcount or brand to justify being in the same building with them.
His approach was simple. Inspire the top, then survive everything that comes after.
He reached out directly to CEOs such as Doug McMillon at Walmart and senior leaders at Coca Cola and Deutsche Telekom. If the vision resonated at the top he would gain a champion, and that champion would then introduce him into the organisation layer by layer. This is where real enterprise selling begins. Eight floors down. Five VPs signing the paperwork. Directors, product managers, legal teams, procurement. Endless context switching. Endless internal politics.
Adir learned to map every internal motivation. What the leader wants. What the operator wants. What the risk manager fears. What the marketing person hopes for. You cannot brute force these organisations. You need to understand how they breathe.
The Secret Behind Closing Massive Companies
When people ask how he did it he always gives the same answer. Spread inside the organisation like a network. Come from multiple angles. Use cold outreach, warm intros, brand signals, side doors, unexpected value. Create touchpoints everywhere. Do it patiently.
Big deals take months. Often a year or more. You need to act like a full unit. Marketing. SDR. AE. Leadership. Product. Everyone aligned on one account. Not a funnel. A coalition.
And you need a champion. A strong one. Without a champion there is no deal. With the right champion the impossible becomes normal. It is how Adir closed Walmart. It is how he opened Asia Pacific. It is how he turned SCREEMO from an idea into a platform used by some of the biggest brands on the planet.
Why Tools Matter in Enterprise Sales
Adir is obsessed with process. He loves tools that organise chaos because he knows how chaotic enterprise cycles actually are. His favourite solution today is the virtual deal room model. Everything in one place. Timeline. Notes. Recordings. Business case. Roadmap. Docs. Stakeholders.
A single room removes confusion. It removes internal misalignment. It helps the champion sell on your behalf. It helps your own team stay coordinated. It reduces the noise that kills deals.
How he Accidentally Entered the China Market
One of the wildest parts of Adir’s story is how he entered China. It happened by accident during a Microsoft event in London. A senior Ping An executive was fascinated with his product. They wanted it in China. Immediately.
Adir said yes without understanding the technical implications. His CTO nearly collapsed when he realised the product needed to be rebuilt from zero for China because of the firewall and the ecosystem differences.
So Adir did what founders do. He flew the entire team to Shanghai, rented out a whole hotel floor, turned the penthouse into a makeshift office and rebuilt the product in a month. It was insane. And it worked. That is the difference between founders who dream and founders who deliver. They say yes first and figure out how to survive later.
Why he Built Rainmakers
Rainmakers was born from a gap Adir kept seeing in the early stage world. Everyone talks about sales methodology but almost every methodology is built for companies that already have product market fit. Founders at the earliest stages deal with rapid iteration, fast pivots, incomplete teams and unstable messaging. Traditional sales frameworks break under those conditions.
Rainmakers is designed for the messy part. The part before the hockey stick. It helps founders get leads, close their early customers, stabilise customer success and build the first real revenue engine. It replaces randomness with a repeatable flywheel.
What Early Startups Must Get Right to Generate Revenue
Adir splits the early stages into clear phases. Ideation. Validation. Design Partners. Go to market validation. Early scale.
Founders must stay in the market themselves. They must sell. They must hear objections in real time. They must feel the discomfort. That is how they gather the intelligence that shapes product and messaging.
Then comes lead generation. SDR support. Simple customer success. Nothing fancy. Just discipline. Eventually you add structure. You add leadership. You expand the team. But only after the founders have felt every stage in their own hands.
How to Keep Your Head When Everything Happens at Once
Sales development. Sales. Customer success. Marketing. Planning. Firefighting. It overwhelms most founders.
Adir’s answer is simple. Build a naive plan. A basic model. How many leads per month. How many meetings that creates. How many meetings per rep. How long the cycle is. How much revenue each deal generates.
If the numbers don’t make sense you adjust the inputs. If they do make sense you follow the plan. Most founders drown because they never even write the plan down.
A Case That Shows Why Sales Saves Companies
Adir shares a story about one Rainmakers client that had been stuck for three years. No traction. No revenue. No direction. After implementing the Rainmakers system they began generating leads, closing deals and retaining customers. Then their investor collapsed. Funding disappeared.
The company should have died. Instead they survived because their sales engine was strong enough to generate revenue independently. They even transitioned successfully into channel partnerships. They rebuilt a future with no external funding. That is the power of a solid revenue machine. It rescues you when everything else collapses.
Adir’s story is a reminder that enterprise sales is not about hero moments. It is about momentum. Structure. Persistence. Champions. Focus. Understanding people. And sometimes flying your entire team to Shanghai and rebuilding your product from scratch.
Rainmakers exists because early stage companies need clarity before they need scale. And Adir has spent a career showing that even the biggest markets are conquerable when the fundamentals are right.
