Strengthening Fireblocks’ global banking go-to-market motion

Fireblocks is a leading digital asset and stablecoin infrastructure provider, supporting over 2,500 institutional clients, more than 90 banks globally, and with a strong track record of enabling financial organisations to build, run, and scale digital asset businesses.

As banks expand into digital asset custody, trading, stablecoins, and tokenisation, they need well-defined business cases, a solid understanding of regulatory frameworks, and structured execution pathways to navigate complex decision‑making involving business, technology, security, risk, and compliance stakeholders.

To maintain and strengthen its position in the banking segment, Fireblocks needed to sharpen its articulation of value and bring more structure to its engagement with banks. This included improving opportunity qualification, resource allocation, and equipping its global sales teams with practical, bank-specific collateral 

Zühlke worked closely with Fireblocks’ Banking Vertical and sales leadership to structure its go-to-market approach, making its value easier to understand and apply within a banking context. This involved developing persona- and use-case-specific messaging for custody, trading, transactions, stablecoin banking, and tokenisation, tailored to the needs of business, technology, and control stakeholders.

In parallel, the team provided a clear articulation of blockchain impact, commercial drivers, and operating model implications, helping to bridge the gap between technical capabilities and how banks assess value, risk, and implementation.

The lifecycle from pilot to production and scale was mapped, incorporating Fireblocks’ banking expertise into reusable, client‑ready sales materials and enabling more consistent, practical engagement. All materials were aligned with existing sales methodology and modular platform architecture, enabling easy adoption across teams and regions.

The collaboration has strengthened Fireblocks’ ability to engage senior stakeholders across complex banking organisations with clearer, more commercially grounded messaging.

Sales teams are now better equipped to position the company across business, technology, and control functions through a more consistent and structured approach. Opportunity qualification has also improved, enabling sharper, more focused prioritisation of high-value engagements.

Conversations with financial institutions are now more targeted from the outset, with a well-defined connection between use cases, business value, and execution pathways. This has made the journey from initial dialogue to scalable production use cases more tangible and easier to navigate.

Together, these improvements provide a stronger foundation for continued expansion across the global banking segment.