Typedef is building an inference-first data engine designed for the new era of AI agents and machine-to-machine interactions. With $5.5 million in funding, the company is reimagining data infrastructure for a world where both humans and AI systems need seamless access to data processing capabilities. In this episode of Category Visionaries, I sat down with Kostas Pardalis, Co-Founder & CEO of Typedef, to explore how the company is addressing the fundamental shift from traditional business intelligence platforms to AI-native data infrastructure that treats inference as a...
Typedef is building an inference-first data engine designed for the new era of AI agents and machine-to-machine interactions. With $5.5 million in funding, the company is reimagining data infrastructure for a world where both humans and AI systems need seamless access to data processing capabilities. In this episode of Category Visionaries, I sat down with Kostas Pardalis, Co-Founder & CEO of Typedef, to explore how the company is addressing the fundamental shift from traditional business intelligence platforms to AI-native data infrastructure that treats inference as a first-class citizen alongside traditional compute resources.
Topics Discussed:
- Typedef's vision for inference-first data infrastructure in the AI era
- The transition from human-only to machine-to-machine data interactions
- Why infrastructure companies take longer to reach revenue but build deeper moats
- The evolution from pre-AI data platforms to AI-native solutions
- Design partner strategies for infrastructure companies
- Go-to-market approaches that combine bottom-up (engineers) and top-down (decision makers) strategies
- Category creation challenges in rapidly evolving AI markets
- The importance of open source and education in developer-focused go-to-market
GTM Lessons For B2B Founders:
- Start go-to-market activities during the design partner phase: Kostas emphasized that go-to-market isn't something you switch on after product development. "It's okay to go out there and talk about something that it's not very well defined or it might change, but actually it doesn't matter... go to market like just like everything else, it's an interactive process." B2B founders should begin building awareness, creating content, and engaging with potential customers even while their product is still evolving.
- Design partners must have real pain, not just time: The biggest insight about design partnerships is treating them like real customer relationships. "A design partner is still someone who has a problem that needs to be solved... no one is just donating their time out there... There still has to be value there." Don't approach design partnerships as charity work - ensure there's genuine mutual value exchange where your solution addresses real business pain.
- Product-market fit requires both product AND market innovation: Kostas challenged the common engineering mindset about product-market fit: "Many times, especially engineers, think that when we say product, market fit is that we have market, which is a static thing and we just need to iterate over the product until we find the right thing that matches exactly the market. No, that's not right." B2B founders must innovate on both the product and go-to-market sides simultaneously, including defining their target vertical and building appropriate sales motions.
- Infrastructure sales require dual-persona strategies: When selling to developers and technical infrastructure, you need both bottom-up and top-down approaches. "Even if you go to the manager and they love what you are saying, you still have to convince the engineers to use this thing... And they have a lot of leverage and vice versa." The bottom-up motion involves open source adoption and education, while the top-down involves traditional outbound sales to decision makers.
- Category creation doesn't guarantee category dominance: Having witnessed category creation firsthand, Kostas shared that defining a category doesn't ensure winning it. "It doesn't necessarily mean that because you define the categories that you are going to win at the end... Vercel was not actually the company that invented the category there." Focus on solving real problems and building sustainable competitive advantages rather than just being first to market with category messaging.
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