How to Handle:
“You're too new / You haven't been around long enough”
Prospects worry that new companies lack stability, experience, or staying power. This objection often masks deeper concerns about risk and support continuity.
Why Prospects Say This
They've been burned by vendors who disappeared or pivoted. They want assurance that you'll be around to support them long-term. Sometimes it's also a negotiation tactic to get better terms.
Best Responses
The Experience Reframe
“The company is newer, but the team isn't. Our founders spent 10+ years at [known company] solving exactly this problem. We started this company because we knew there was a better way—and we brought that expertise with us.”
Why It Works
Separates company age from team experience and credibility.
Best For
When founders have relevant industry experience
The Agility Advantage
“You're right that we're younger—which means you're not inheriting 20 years of technical debt or bureaucracy. When you need something, you talk to the people who built it. Our last three features came directly from customer requests.”
Why It Works
Positions newness as responsiveness and customer focus.
Best For
Competing against legacy enterprise vendors
The Risk Reduction Offer
“I get it—working with a newer company feels risky. What if we structured this so the risk is on us? We could start with a pilot, month-to-month terms, and I'll personally ensure you have an exit plan if needed.”
Why It Works
Addresses the underlying risk concern directly with concrete safeguards.
Best For
Risk-averse prospects who need reassurance
Do's and Don'ts
Do This
- Highlight team experience separate from company age
- Offer flexible terms that reduce their risk
- Share your roadmap and growth trajectory
- Provide references from early customers who took the chance
Don't Do This
- Lie about or exaggerate your company history
- Get defensive about your company's age
- Dismiss their concern as irrelevant
- Promise features or support you can't deliver
Follow-up Questions to Ask
“What specifically concerns you about working with a newer company?”
“Have you had bad experiences with vendors disappearing or pivoting?”
“What would make you comfortable taking a chance on us?”
“Would a structured pilot help you evaluate us with lower risk?”
Industry-Specific Variations
“We need vendors with a proven track record in healthcare”
“Healthcare experience is critical—patient data is no joke. While the company is newer, we're HIPAA compliant and our CTO spent 8 years building healthcare systems at [known company]. I can connect you with [healthcare client] who had similar concerns.”
“Our procurement requires vendors with 5+ years in business”
“I understand procurement has requirements. Many of our enterprise clients started with a pilot under a different budget category, then expanded once we proved ourselves. Would that approach work for your team?”
Pro Tips
- Prepare a 'team experience' slide that shows collective years of relevant experience
- Early customers who took a chance on you are your best references—nurture those relationships
- Consider offering 'early adopter' benefits that make the risk worth it
- Your funding status and runway can reassure enterprise buyers if you're well-funded
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