Winning enterprise sales in niche markets

When you talk to Jevgenijus Polonis, you immediately sense the mix of discipline, realism and quiet confidence that defines founders who built something the hard way. GoRamp is not a flashy SaaS. It is not riding hype waves. It was born inside the chaos of logistics, in warehouses where trucks pile up at once, drivers wait for hours and operations run on whiteboards and paper.

What began as a pain Jevgenijus lived daily while working as a key account manager in a freight company eventually became a global dock scheduling and yard management platform used across thirty countries. This is the story of how a Lithuanian logistics tool turned into a contender in the US market, and how niche enterprise sales can scale when you know your category better than anyone else.

From Freight Chaos to a Software Company

GoRamp did not begin with market research or investor decks. It started when Jevgenijus realised he could no longer do his job. Selling transportation services was impossible when every contract turned into an operational mess. He and his co-founder sat down and faced a truth that shaped the company for years. Small and midsize shippers represent most of the logistics world but have zero chance of building their own technology. Large enterprises can. Smaller ones are left with spreadsheets and phone calls.

They built GoRamp to give these companies the same operational clarity the giants enjoy but in a simple subscription model, configurable without months of IT involvement. Their third co-founder, coming from the customer side of supply chain, completed the loop. Transportation experience on one side and warehouse experience on the other created their early advantage.

What GoRamp Actually Does

Every warehouse knows the same pain. Ninety percent of the trucks arrive at the same time. No one knows who is next. Drivers queue. Warehouse staff is overloaded at eight in the morning and bored at midday.

GoRamp turns this disorder into a schedule. Think of it as a booking system for warehouses that works the way a doctor or barber appointment works. Carriers see available time slots. Warehouses see their loading capacity. Everything becomes predictable. Once the behaviour changes inside the warehouse, it sticks. Many GoRamp customers have been using the product for five or six years already.

Selling Into a Traditional Industry

Logistics is conservative. Most mid-market companies still run operations on whiteboards or simple spreadsheets. That creates a unique challenge. GoRamp is not replacing existing software. It is replacing habits.

At first the team tried selling to everyone that had a warehouse. That was a mistake. The market is wide but only a small percentage is ready. They narrowed down their ICP aggressively. Instead of chasing thousands of companies, they focused on a specific segment where the pain is real, the volume is predictable and switching to scheduling software makes economic sense.

Once they niched down, sales became straightforward. When a company understands the pain, the conversation flows. When it does not, no amount of convincing works.

Why the Team Abandoned SDR Models

For a while GoRamp tried the classical SaaS structure. Lead research. SDRs. AEs. Everything by the book. Reality looked different. Logistics buyers ask precise questions. They want to know technical details, operational flows and specific use cases. Junior SDRs simply cannot handle that. If an SDR reached the decision maker, the deal died immediately.

The team reversed their structure. Instead of separating prospecting and closing, they moved to full cycle sellers. One person handles the entire process. For their niche this worked far better. But it created a hiring challenge. You need people who are hungry enough to prospect and experienced enough to handle enterprise calls. They found that the best hires were coachable people with ambition rather than senior sellers stuck in their ways.

Cracking the US Market

Europe is fragmented and language heavy. Germany, Spain, Italy. Different cultures, different expectations, different levels of English. Small markets with slow cycles. The US offered something simpler. One language, one time zone challenge and a much bigger pool of customers. Even if only one percent of the market understands the pain, it is hundreds of prospects rather than a handful.

Outbound in the US did not work. Low pickup rates. Immediate shut-downs. Limited trust. So GoRamp built their growth on inbound. Google search. Review platforms like G2 and Capterra. Large trade shows where traffic is ten times larger than in Europe. These channels became their engine.

Outbound still works in Poland and some European markets but in the US inbound became their core.

The Culture That Scales

Running sales across Europe, Canada, the US and Australia forces a different type of schedule. Calls at six in the morning. Calls late in the evening. The team keeps a flexible hybrid culture. Two days in the office to keep communication fast and human, three days flexible so people can operate across time zones without burning out.

Their philosophy is simple. Move fast. Keep communication real. Make decisions in the room whenever possible.

The Tech Stack and Why They Keep It Simple

In an era where sales teams use ten different tools, GoRamp intentionally stays lean. HubSpot is their main system. Everything possible is automated there. Instead of chasing shiny tools, they squeeze the most value from one platform. They will expand the tech stack later but only when necessary and only after careful evaluation.

The Product Vision

GoRamp follows the same approach in product. Land and expand. They never try to roll out ten warehouses at once for a global company. They start with one or two. Make them successful. Expand from there. They also avoid the temptation to build everything in supply chain. Instead they are focusing on becoming the operating system for warehouses. Scheduling, yard management, workflows and the modules that sit around that core.

Long term Jevgenijus sees GoRamp becoming something similar to Salesforce but for warehouse operations. Modular. Configurable. Built for real day to day work.

Learning, Mindset and What Keeps Him Sharp

He believes in conversations over theory. Lithuania still has a culture where founders can meet for coffee, share mistakes and learn directly from each other. Podcasts like Pursuit of Scrappiness or 30 Minutes to Presidents Club are part of his routine because they bring insights from active operators rather than abstract academic advice.

The mindset he carries is straightforward. Stay hungry. Stay flexible. Build in public. Learn from people, not from perfectionism.

A Founder Who Stayed Close to the Problem

GoRamp is an example of what happens when founders stay close to the pain, niche tightly and commit to one category until they dominate it. They did not follow the usual SaaS playbook. They adapted it to freight realities. And that discipline is why US customers are now choosing them over older legacy tools.

Jevgenijus is the kind of founder who knows every detail of the market he serves and still speaks with customers weekly. That is the advantage that cannot be copied.