Tungsten Automation: Turning Market Confusion Into a Scalable ABM Program

Client: Tungsten Automation
Industry: Digital workflow transformation
ICP Fit: Enterprise accounts across multiple regions
Challenge: Tungsten Automation was coming off a major rebrand (Kofax → Tungsten), and the market wasn’t fully caught up. On top of that, they had multiple product lines, global regions to support, and no clear ABM motion to tie it all together. The team needed a way to clarify their positioning and build a structured approach to driving new pipeline, without adding more chaos.
Solution: Scrappy ABM didn’t ask Tungsten to reinvent everything from scratch (that wouldn’t be very nice). Instead, we installed a powerful ABM system using our 4D Framework + Account Progression approach. We helped align products to problems and verticals, launched targeted plays, and built a repeatable motion that could scale across regions.
Impact:

• Clear ABM foundation and activation playbooks the team could execute internally
• Stronger alignment between product messaging, ICP, and target accounts
• Structured approach to sourcing and accelerating pipeline
• Successful rollout of programs across North America, Germany, and France
• Increased confidence in ABM as a core growth motion
• Transition from external support → fully in-house ABM ownership

The Challenge:

A Rebrand, Too Many Products, and No Clear Motion

Tungsten Automation wasn’t lacking activity.

They had just gone through a major rebrand, had a big product suite, and were actively marketing across regions. But while effort was high, clarity and consistency weren’t.

The rebrand made things a bit confusing, and internally, multiple product lines and regions made it hard to align around a single motion.

So activity? Strong.

Consistent pipeline from the right accounts? Not yet.

Here’s where things started wobbling:

• Confusion in the market: The shift from Kofax to Tungsten left gaps in understanding, making it harder to communicate value to target accounts
• Too many products, not enough alignment: Multiple product lines existed, but weren’t consistently mapped to specific buyer problems or verticals
• No ABM foundation: There were pieces of account-based activity, but no structured system to drive consistent pipeline
• Global complexity: With North America, Germany, and France in play, execution varied by region without a collective approach
• Conflicting priorities: Different teams and initiatives made it tough to focus on what mattered most
• Lean team reality: Limited internal bandwidth made it tough to design a full ABM motion from scratch

Tungsten needed a way to simplify the chaos and build a repeatable system that could drive pipeline.

The Solution

Build the System, Then Scale It

Fortunately for everyone, we didn’t tell Tungsten to blow everything up and start over.

They already had strong products, smart people, and active marketing efforts. What they needed was a system that made all of it work together.

So we applied a core Scrappy principle:

Don’t reinvent. Refocus and organize what’s already there.

Using our 4D Framework (Data, Distribution, Destination, Direction) and Account Progression Model, we helped Tungsten install its first real ABM engine.

Here’s what changed.

Data:

We started by simplifying the foundation.

Tungsten had multiple product lines and a lot of moving pieces, but they weren’t consistently mapped to who they were selling to or the problems they solved.

This work focused on:

• Aligning products to specific buyer problems
• Organizing offerings by vertical and use case
• Clarifying priority segments and ICP fit
• Creating a cleaner foundation for targeting

Result: Alignment between accounts and solutions, aka no more guessing what message goes where.

Distribution:

Next, we built the missing motion.

Instead of scattered campaigns, we launched structured ABM plays designed to:

• Re-educate the market post-rebrand
• Introduce the new Tungsten to target accounts
• Drive engagement and pipeline from priority segments

We also created repeatable activation playbooks the team could run themselves.

Result: From one-off efforts → coordinated, account-based execution.

Destination:

We also repositioned how Tungsten showed up in-market.

Rather than pushing disconnected product messages, campaigns became:

• Problem-first, not product-first
• Aligned to specific industries and use cases
• Consistent across regions

This made it easier to:

• Tell a cohesive story post-rebrand
• Connect solutions to real buyer needs
• Create a unified experience across North America and EMEA

Same products, much sharper positioning.

Direction:

Finally, we gave the team a way to see what was working and scale it.

We implemented:

• An Account Progression framework
• Activation play documentation
• Reporting and visibility into engagement

Result: A system the team could operate and expand instead of just a set of campaigns.

The Scrappy Principle in Action

The biggest win wasn’t launching more campaigns.

It was giving just Tungsten a system they could own.

By the end of the engagement, they had:

• A structured ABM program foundation
• Clear alignment between products, messaging, and ICP
• Repeatable activation playbooks
• A scalable motion across regions

And most importantly, they were ready to take it in-house.

Because the goal is to build something that works long after we’re gone.