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Sales ICP
Palm's Sweet Spot
Our ideal customer is ICP 3 — Modern TMS Augmenters. Specifically:
- A British, Dutch or US corporation with $1B–$10B in revenues. Has a strategic focus on optimizing invested cash or managing debt.
- Has a Treasury team that has implemented a TMS (likely Kyriba or FIS) or runs bank connectivity through their ERP.
- Is disillusioned by their TMS' forecasting and reporting capabilities in terms of accuracy or user interfaces. Likely runs key processes in Excel instead.
- Doesn't have a strong cash forecasting process yet. Doesn't have a forecast that heavily relies on FP&A or individual entity forecasts.
- Is in an industry with high amounts of recurring transactions, such as B2C or retail.
ICP Segments
ICP 1. Cash Visibility Starters
| Dimension |
Profile |
| Size |
Typically < $100M revenue or < 500 employees |
| Financial Structure |
Low leverage, limited debt instruments, basic cash accounts, single-entity |
| M&A Activity |
None or rare; simple corporate structure |
| Cash Position |
Small but stable balances; limited investment activity |
| Treasury Sophistication |
No treasury team; CFO or Controller manages cash |
| Operational Pattern |
Reactive liquidity management, spreadsheet-driven forecasting |
| Digital Maturity |
Minimal automation, no ERP or TMS |
ICP 2. Spreadsheet Treasurers
| Dimension |
Profile |
| Size |
$100M–$3B in revenue, 500–3,000 employees |
| Financial Structure |
Light-to-moderate debt, occasional credit facilities, growing liquidity management needs |
| M&A Activity |
Occasional acquisitions or divestitures that add banking complexity |
| Cash Position |
Multi-bank but not centralized; manual reconciliations |
| Treasury Sophistication |
Small treasury team (1–2 FTEs); growing focus on automation |
| Digital Maturity |
Basic ERP (e.g., Netsuite, Workday); no formal TMS but Excel workflows |
| Connectivity Needs |
Reporting, categorization, and integration between banks and ERP |
ICP 3. Modern TMS Augmenters 
| Dimension |
Profile |
| Size |
$1B–$8B in revenue, 2,000–10,000 employees |
| Financial Structure |
Diversified funding, debt programs, active liquidity management |
| M&A Activity |
Frequent or recent acquisitions = multi-entity complexity |
| Cash Position |
Material global balances, often with cash pooling or in-house banks |
| Treasury Sophistication |
Formal treasury department (3–8 FTEs); already using Kyriba, SAP, GTreasury |
| Digital Maturity |
Strong ERP environment, BI adoption, but data fragmentation persists |
| Focus Area |
Enhance analytics, forecasting accuracy, and cross-system visibility |
ICP 4. Enterprise Treasury Leaders
| Dimension |
Profile |
| Size |
$5B+ in revenue, >10,000 employees |
| Financial Structure |
Complex debt stack: bonds, commercial paper, credit lines, hedging instruments |
| M&A Activity |
Continuous acquisitions/divestitures across geographies |
| Cash Position |
Large global pools, multi-currency, high FX and liquidity exposure |
| Treasury Sophistication |
Centralized global treasury, advanced systems, often in-house tech |
| Digital Maturity |
Multi-ERP / multi-TMS environment; need for unified analytics/forecasting layer |
| Strategic Priority |
Real-time enterprise liquidity, intercompany visibility, and compliance automation |