When technology entrepreneurship is discussed in Türkiye, the most romanticized concept is being a "product company." In presentations, pitch decks, and investor meetings, everyone talks about productization; but when we go down to the field, the picture is much more realistic: a significant portion of companies in Türkiye start with services first, then try to evolve into products. This is not a weakness; when managed correctly, it's a great advantage. Because the most critical reality of markets like Türkiye is this: the customer first wants a "working solution," then buys the "beautiful vision." Therefore, the transition from services to product is the strongest launch pad for sustainable SaaS growth, especially in regulated sectors with high operational burden. EGEROBOT®'s growth strategy rises from exactly this solid ground: field-proven needs transforming into repeatable product modules.

When you sit on the venture capital side, the term "service company" is often perceived as an alarm. Because by nature, services are hard to scale; revenue is limited by human resources; margins fluctuate; growth goes linear. However, what investors are really concerned about is not services, but services being done without a "productization plan." We encounter this very frequently in Türkiye. A company does projects for years, revenue grows, but productization never starts; because project revenue is attractive and a "profitable comfort zone" forms. However, with the right strategy, services can become the financing engine for productization. Services collect data in the field, crystallize needs, reveal customer objections, measure price sensitivity, and even teach sales arguments. This learning is the knowledge that most product companies try to obtain by burning money. EGEROBOT®'s sectoral advantage starts here: a productization process coming from a structure that has been observing real demand and real organizational behavior in the field for years doesn't search for an imaginary "product-market fit"; it already knows where the fit is.

The difficult part of transitioning from services to product in Türkiye is the habits in the market. Corporate customers appear open to domestic software on one hand, but on the other hand, the purchasing reflex is largely shaped around "acquaintance, reference, experience." This is more pronounced especially in regulated areas: in topics such as occupational health and safety, environmental compliance, periodic control reports, and training processes, organizations don't want to make mistakes. Because a mistake is not just an operational problem; it can lead to penalties, reputation loss, occupational accident risk, and even lawsuit processes. Therefore, a significant portion of organizations get stuck on the question "does it work?" at first. When selling products, most SaaS startups present the product narrative in the ideal scenario. The customer in the field doesn't care about the ideal scenario; they want a solution that works in their own chaos. A team with a services background knows this reality and designs their product accordingly. This approach is valuable for investors because the ground the product stands on is pragmatic, not romantic.

What we call scalable SaaS growth is not just writing code and adding subscriptions. The most critical breaking point of SaaS growth in Türkiye is the sales model. Because the Türkiye market is a market with high price sensitivity but even higher "risk sensitivity." In other words, organizations don't buy the cheapest; they want to buy the safest. Companies that provide both at the same time win: platforms that are easy to deploy, produce quick value, offer audit-ready outputs, automatically generate reports, and make processes trackable. This is at the foundation of EGEROBOT®'s scalability strategy: transforming operational repetitions encountered repeatedly during the service process into standard product modules and shortening customer deployment time. An organization struggling for months after purchasing software is the biggest churn reason in Türkiye. Therefore, the "quick value" principle is the most important multiplier of growth.

When we look at domestic investor behavior in Türkiye, we see that the approach to SaaS has changed significantly in the last few years. In the past, only growth was discussed; today, more "profitable growth" and "predictable revenue" are being discussed. Metrics like ARR, MRR, and churn are now on the agenda of not only foreign funds but also domestic funds. However, for a SaaS startup in Türkiye to show sustainable growth, it needs to overcome two critical barriers: first, the length of corporate sales cycles, and second, the complex approval chains in organizations' purchasing processes. If these two barriers are not managed with strategy, they can exhaust the startup. The transition from services to productization provides an advantage here: because services establish relationships with customers, produce trust, and create a reference ecosystem that will accelerate purchasing. The product then converts this trust into scalable revenue. In the scenario where this transformation is done correctly, the investor sees this: "This team can already sell, now they're moving to product to scale sales."

From the foreign investor's perspective, the matter is a bit different. The Türkiye market alone may often not be seen as "big enough"; but Türkiye is a strong laboratory for regulated vertical software. Because sectors are fragmented, regulations are dense, and field applications are complex. If the product matures here, real confidence forms for expansion to the MENA region or certain European niches. What foreign funds like is not the discourse "we will be global"; it's proof of globally suitable architecture, processes, and sales model. EGEROBOT®'s growth story has this potential: the platform logic suitable for regulated processes and the modular product family can transform into a regionally scalable structure with the right partnerships. At this point, the experience and network the investor brings is not just money; it's a lever that accelerates speed.

When evaluating the transition from services to product from an investor's perspective, the most critical question is: "Can this team package and sell the product?" Many teams in Türkiye develop products but cannot package them. Growth doesn't come without clarifying module naming, pricing architecture, deployment flow, post-sales onboarding, customer success management, and upsell/cross-sell scenarios. EGEROBOT®'s strategy here is built on progressing in phases: product modules are refined with learning from services; modules are standardized in certain customer profiles; deployment steps are templated as much as possible; then the sales organization is made scalable. This is a transformation executed not overnight but with discipline and the right metrics. Sustainable SaaS growth in Türkiye doesn't start with "many customers" but with the right customer. Because the right customer enriches the product, produces references, and reduces sales costs.

In conclusion, EGEROBOT®'s transition strategy from services to product is not a "SaaS dream" disconnected from Türkiye's realities. On the contrary, it's an approach that knows how business works in Türkiye, recognizes organizations' actual habits, understands how regulation produces work, and aims to transform this reality into a scalable platform. Productization exists not to replace services; but to multiply the value services have accumulated in the field. When this transformation is combined with the right investment partnership, the resulting impact is not only financial but strategic: sales channels accelerate, corporate access increases, right talents are attracted to the team, and the regional scaling plan is executed realistically. EGEROBOT®'s door is open to investors for this reason; because we see the investor not just as a party providing funds, but as a strategic partner who will accelerate growth. Sitting at the same table with the right investor in this journey can change not only the company's but also the category's fate. We are ready for that table.