Scaling Smarter: Inside Redwood Software’s Growth Playbook
- Bryan Urioste, Chief Marketing Officer at Redwood Software
- Account Based Marketing (ABM), AI and Automation, Customer Experience (CX), Digital Transformation, Lead Gen / Lead Mgmt, Martech Stacks, Other Martech, Strategy and Trends
Redwood Software has been an automation powerhouse for over 30 years, but in the last few years it has experienced an intense growth phase, outpacing the market, expanding globally, and attracting investment from two of the world’s largest software-focused private equity firms.
At the heart of this acceleration is Chief Marketing Officer Bryan Urioste, who has not only refined Redwood’s go-to-market precision and introduced advanced AI tools, but also built a high-performance culture that fuels the company’s momentum. For Bryan, culture isn’t a “soft” element of growth—it’s the engine that sustains it.
At the heart of this acceleration is Chief Marketing Officer Bryan Urioste, who has not only refined Redwood’s go-to-market precision and introduced advanced AI tools, but also built a high-performance culture that fuels the company’s momentum. For Bryan, culture isn’t a “soft” element of growth—it’s the engine that sustains it.
Watch the full interview with Bryan Urioste, where he shares how Redwood Software has been able to grow at such a rapid pace. If you’re interested in learning the balance between company growth and building a robust culture, this is a must watch interview!
Automation for enterprise at scale
Redwood Software specializes in solving one of the most complex challenges for large enterprises, running end-to-end processes seamlessly across sprawling application landscapes, massive datasets, and mixed cloud/on-prem environments.
“We’re a pure-play automation company,” Bryan explains. “Most of our customers are large enterprises you’d recognize by name. Our focus is on helping them orchestrate and automate their most complex workflows.”
The company’s leadership position in Gartner’s Magic Quadrant for Service Orchestration and Automation Platforms (SOAP) gives it instant credibility in the enterprise space.
“We’re a pure-play automation company,” Bryan explains. “Most of our customers are large enterprises you’d recognize by name. Our focus is on helping them orchestrate and automate their most complex workflows.”
The company’s leadership position in Gartner’s Magic Quadrant for Service Orchestration and Automation Platforms (SOAP) gives it instant credibility in the enterprise space.
Marketing in a tight, high-value market
While many companies aim for mass reach, Redwood’s target market is highly defined. “There aren’t a hundred thousand accounts that are a great fit for us,” Bryan says. “There are fewer than 10,000.”
This reality makes precision marketing essential. ABM, once a hot trend, is now “bread and butter” at Redwood. The marketing motion is laser-focused on identifying and engaging the right accounts with the most compelling, personalized story possible.
This reality makes precision marketing essential. ABM, once a hot trend, is now “bread and butter” at Redwood. The marketing motion is laser-focused on identifying and engaging the right accounts with the most compelling, personalized story possible.
Sales enablement strategies
When it comes to AI, Bryan is clear: Technology follows problem-solving. One of Redwood’s biggest challenges is driving growth at scale without simply adding more people.
To address this, the company leverages AI tools like Rev, a platform that analyzes wins, losses, and massive data sets to pinpoint the ideal customer profile (ICP). “If you misfire on where you’re pointing, you’re off the mark no matter what,” Bryan notes. Once the ICP is locked in, that targeting cascades through Salesforce and into all marketing and sales motions.
The company is also implementing Regie, a tool to enhance sales development representatives (SDRs) and business development representatives (BDRs) by automating non-essential tasks and enabling deeper, higher-quality prospect engagement.
For Redwood’s marketing team (about 50 strong, including SDRs and BDRs), sales enablement is the core focus. Pipeline generation and conversion are the primary success metrics, with every initiative designed to move prospects closer to becoming customers.
To address this, the company leverages AI tools like Rev, a platform that analyzes wins, losses, and massive data sets to pinpoint the ideal customer profile (ICP). “If you misfire on where you’re pointing, you’re off the mark no matter what,” Bryan notes. Once the ICP is locked in, that targeting cascades through Salesforce and into all marketing and sales motions.
The company is also implementing Regie, a tool to enhance sales development representatives (SDRs) and business development representatives (BDRs) by automating non-essential tasks and enabling deeper, higher-quality prospect engagement.
For Redwood’s marketing team (about 50 strong, including SDRs and BDRs), sales enablement is the core focus. Pipeline generation and conversion are the primary success metrics, with every initiative designed to move prospects closer to becoming customers.
Cracking the code on mass personalization
One of Bryan’s top current challenges is achieving “mass personalization” in ABM. This means delivering messaging so relevant that each targeted account feels it was crafted just for them.
With high average selling prices, every deal is meaningful. Redwood combines AI-driven insights with human account knowledge from Salesforce to shape outreach that reflects the prospect’s industry, regulatory environment, and business priorities.
With high average selling prices, every deal is meaningful. Redwood combines AI-driven insights with human account knowledge from Salesforce to shape outreach that reflects the prospect’s industry, regulatory environment, and business priorities.
Culture as a growth engine
When asked about his proudest accomplishment in his three years as CMO, Bryan doesn’t point to revenue figures or market share. Instead, he highlights team culture.
“The team looks a lot different than it did three years ago—two to three times the scale, with a culture of grit, hunger, and collaboration,” he says. “Every hire can either create or destroy culture, so we take that very seriously.”
With a fully remote team, communication and transparency are key. Redwood uses tools like Asana for daily stand-ups and cross-team visibility, alongside deliberate onboarding processes and lived core values such as “One Redwood” and “Work the Problem.”
“The team looks a lot different than it did three years ago—two to three times the scale, with a culture of grit, hunger, and collaboration,” he says. “Every hire can either create or destroy culture, so we take that very seriously.”
With a fully remote team, communication and transparency are key. Redwood uses tools like Asana for daily stand-ups and cross-team visibility, alongside deliberate onboarding processes and lived core values such as “One Redwood” and “Work the Problem.”
Looking ahead
Redwood’s growth has not gone unnoticed, and its acquisition by Vista Equity Partners and Warburg Pincus underscores its market strength. Bryan is focused on sustaining that momentum through operational excellence, targeted growth, and an engaged, high-performing team.
“You hit one milestone, but there’s still tomorrow and the day after that,” he says. “Having the right team in place makes all the difference.”
Key takeaways for marketers for scaling business:
1. Focus on the right accounts: Narrow your ICP and align your entire GTM motion to it.
2. Use AI as a precision tool: Let it guide targeting and personalization, not just automate tasks.
3. Culture drives performance: Every hire matters, especially in a remote environment.
4. Operationalize growth: Build systems and roles (like marketing operations) to scale without losing agility.
While Redwood’s recent milestones, including industry leadership, private equity backing, and consistent double-digit growth, are impressive on paper, Bryan keeps returning to the same point: None of it happens without the right people, working the right way. “The team looks a lot different than it did three years ago—larger, more collaborative, and more driven,” he says. “We’ve grown faster than the market and done it efficiently, but culture is what allows us to keep that pace without burning out or breaking down.”
For Bryan, fast growth and strong culture aren’t separate goals—they’re mutually dependent. In Redwood’s case, they’ve become the formula for scaling a 30-year-old enterprise tech company as if it were a startup.
“You hit one milestone, but there’s still tomorrow and the day after that,” he says. “Having the right team in place makes all the difference.”
Key takeaways for marketers for scaling business:
1. Focus on the right accounts: Narrow your ICP and align your entire GTM motion to it.
2. Use AI as a precision tool: Let it guide targeting and personalization, not just automate tasks.
3. Culture drives performance: Every hire matters, especially in a remote environment.
4. Operationalize growth: Build systems and roles (like marketing operations) to scale without losing agility.
While Redwood’s recent milestones, including industry leadership, private equity backing, and consistent double-digit growth, are impressive on paper, Bryan keeps returning to the same point: None of it happens without the right people, working the right way. “The team looks a lot different than it did three years ago—larger, more collaborative, and more driven,” he says. “We’ve grown faster than the market and done it efficiently, but culture is what allows us to keep that pace without burning out or breaking down.”
For Bryan, fast growth and strong culture aren’t separate goals—they’re mutually dependent. In Redwood’s case, they’ve become the formula for scaling a 30-year-old enterprise tech company as if it were a startup.
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