Beyond Headcount: How Cybersecurity Vendors Can Target Tomorrow’s Leaders
AI-Driven Economy or why cybersecurity vendors need to rethink how they segment and serve the New Economy
Hello Cyber Builders 🖖
We’re back with another dive into the fascinating dynamics of the New Economy, driven by Mid Size businesses,
This is the third post in our Series exploring how mid-sized companies relying on strong Networks and Knowledge are reshaping the business landscape—and how the cybersecurity ecosystem struggles to adapt.
It is time to share more segmentation criteria with the sales and marketing team.
If you missed our last two posts on the Series, please checkout
Thanks to Sekoia.io and Fabien (LINK) for the valuable insights during our conversations. Let’s continue exploring practical ways to protect the future of small, medium, and mid-cap companies.
In the last post, we discussed the disconnect between traditional cybersecurity approaches and these mid-sized companies from the New Economy.
Now, it’s time to rethink how we segment the market entirely.
The New Economy doesn’t play by the old rules. Traditional segmentation, based on employee count or industry verticals, no longer captures the reality of modern business. Mid-sized companies, leveraging their Networks and Knowledge, are competing at the global level. But that does not stop here: small AI-driven teams can generate immense turnover, compete with international enterprises, and disrupt industries.
Cybersecurity vendors or specialists often overlook them.
In this post, we’ll examine why traditional segmentation fails and propose new criteria that reflect the realities of the New Economy.
Why Traditional Cybersecurity Vendors Segmentation Fails in the New Economy
The old ways of segmenting markets are broken. You're already behind if you still use employee count or industry verticals to target businesses. These methods might have worked in the past, but the New Economy doesn’t follow those rules.
Here’s the problem: companies today scale differently. A 10-person AI startup can generate $50 million in annual turnover, while a 500-person manufacturing firm might bring in the same.
Relying on headcount as a metric? It’s useless. Industry verticals? It's just as bad. Many of these companies don’t fit neatly into categories anymore.
Is Tesla an automotive company? A tech company? Both?
Yet cybersecurity vendors continue to use these outdated frameworks, missing the businesses that need their solutions the most. The companies shaping the future operate on networks, rely on Knowledge, and innovate at speeds the old economy couldn’t imagine.
The New Economy is rapidly evolving, and if you’re not adapting your segmentation strategies, you’re losing ground. The companies shaping the future operate on Networks, rely on Knowledge and innovate at speeds the old economy couldn't imagine. It's time to catch up or risk becoming irrelevant.
Reframing Market Segmentation
To succeed in the New Economy, you must focus on what truly matters: turnover, Networks, and Knowledge. These are the real indicators of scale and complexity, not headcount or industry verticals.
If you want to keep up, ask yourself the right questions:
How much revenue does this company generate relative to its size?
How dependent is it on data, networks, and intellectual property?
How critical are its connections to major stakeholders like governments or enterprise clients?
How fast does it operate—and how quickly could it be disrupted?
These are the markers of a New Economy business. If your segmentation strategy doesn’t focus on these, it’s time to change. The companies shaping the future aren’t waiting for you to catch up 🙂!
New Segmentation Criteria
What should you focus on if the old segmentation models are obsolete instead?
Here’s the framework you need to adopt.
1. Turnover Over Headcount
Stop thinking about how many people work at a company and examine how much money it generates. In the New Economy, turnover is the true indicator of scale. A 15-person AI-driven biotech firm with $100 million in annual revenue isn’t a “small business”—it’s a high-value, high-risk operation that needs top-tier cybersecurity.
Ignore headcount. Follow the money.
2. Network Strength
How interconnected is the company? Businesses today scale by building networks of suppliers, customers, and partners.
A logistics midsized business might be small on paper but could rely on a sprawling network of global shipping companies and warehouses. If that Network is attacked, the impact is massive.
Companies with high network reliance should be front and center in cybersecurity vendors’ targeting strategy.
3. Stakeholder Dependence
Does the company have strategic ties to major stakeholders? Think of regulated industries like aerospace, energy, or finance.
A company like AeroTech (our fictional AI-powered aerospace startup in the first two posts) might have only a handful of employees but relies on government contracts and partnerships with major airlines.
These connections make it a target for ransomware gangs. These gangs can identify companies with enough cash to pay ransoms but also a compelling reason to pay: unlock their business.
4. Knowledge Intensity
Data is the currency of the New Economy. Companies that rely on proprietary algorithms, sensitive research, or high-value datasets are goldmines for attackers.
Whether it’s a small gaming studio guarding pre-release assets, a manufacturing company with specific know-how, or a biotech firm with cutting-edge IP, these businesses are constantly at risk.
5. Technology Utilization
How critical is technology to the company’s business model? Companies that build or heavily depend on software are especially vulnerable.
A SaaS provider with a few engineers but thousands of global clients needs a different level of protection than a traditional business with the same headcount.
6. IP and Data Sensitivity
What’s at stake if the company is breached? For some, it’s their entire business. Protecting intellectual property and sensitive data isn’t optional—it’s existential.
Cyber Builders need to understand the criticality of what’s being secured and tailor their solutions accordingly.
AI as a Force Multiplier
AI is the engine driving the transformation. Businesses today are using it to redefine what’s possible, accelerating the shift away from traditional segmentation criteria.
AI allows small teams to achieve massive output. A handful of engineers can train algorithms to automate tasks that once required dozens of employees. This decouples turnover from headcount, making size irrelevant for determining a company’s influence or scale.
AI accelerates innovation. In fields like biotech, AI is slashing the time needed to develop new drugs. In fintech, it’s enabling faster, smarter financial products.
Conclusion: The Future of Market Segmentation
The New Economy isn’t coming—it’s already here. Companies that scale through Networks, leverage Knowledge, and innovate with AI are rewriting business rules.
If you’re still using outdated segmentation models based on headcount or industry verticals, you’re not just missing opportunities but becoming irrelevant.
To thrive in this landscape, you need to think differently. Follow the turnover, not the headcount. Look at networks and dependencies, not industry labels. Focus on Knowledge, data, and innovation speed.
Dear Cyber Builder, does it make sense? If so, let me comment below!
Laurent 💚