The True Costs of DIY Seller Enablement: Are You Running a D2C Brand or a Software Company?

An Interview with Gary Livshin, CTO of Rallyware

For digital transformation leaders—whether you’re a Chief Digital Officer, VP of Digital Transformation, Director of Digital, or Director of Technology—seller enablement technology is a critical driver of revenue. It ensures that independent sellers, representatives, and retail associates are properly onboarded, trained, and continuously engaged. But when it comes to deploying a seller enablement platform, you face a crucial strategic decision: build in-house or buy a SaaS solution?

At first glance, building a proprietary platform might seem like an attractive option. It promises full control, a tailored user experience, and competitive differentiation. However, the reality is far more complex—and costly be it for a direct selling company or a retail chain.

To uncover the true risks, costs, and long-term implications of DIY seller enablement, we spoke with Gary Livshin, CTO of Rallyware, to analyze why most D2C brands underestimate the complexities of software development and why SaaS solutions often provide a more scalable, cost-effective, and future-proof approach.

I. The Hidden Risks, Costs, and Pitfalls of DIY Seller Enablement

Gary, as digital transformation leaders evaluate their tech stack, many believe that building their own seller enablement platform gives them greater control. What are the hidden costs of this approach?

What are some of the biggest financial and operational pitfalls digital leaders should be aware of?

“Building software isn’t just about coding—it’s about long-term sustainability. Many companies don’t account for the ongoing costs of hiring and retaining a skilled engineering team, maintaining infrastructure, ensuring platform security, and keeping up with modern UI/UX standards. Even if they manage to build a functional platform, integration with other business-critical systems like CRMs, payment processors, and marketing automation tools becomes an ongoing challenge.”

What are the most common risks digital transformation leaders underestimate?

• Underestimating total cost of ownership – Initial budgets often balloon as companies realize the hidden costs of scaling, securing, and updating their platform.
• Loss of agility and innovation – SaaS providers invest millions in R&D to improve their solutions, while in-house teams struggle to keep up with the pace of technological advancements.
• Integration and interoperability failures – Many in-house solutions fail to integrate seamlessly with external tools, leading to operational inefficiencies.
• Seller adoption issues – A poorly designed UI or lack of continuous improvements results in disengaged sellers and lost revenue.

II. The Risk of Becoming a Software Company (Instead of a D2C Brand)

From your experience, do companies realize they’re becoming software firms when they go down this path?

“Not at first. They think they’re just solving a problem. But before they know it, they’re spending more time worrying about code quality, bug fixes, and server uptimes than actually selling products and creating outstanding customer experiences. I always ask executives: Do you want to be in the business of selling and scaling, or do you want to become a tech company overnight? Because that’s what happens when you decide to build in-house.”

“One company, for example, spent two years developing their own platform. They thought they needed something entirely custom-built. But by the time they launched their web-app, they were already outdated. Their competitors using SaaS solutions had already iterated multiple times, adding automation, fresh UI/UX research insights, and mobile-first experiences. In contrast, this company was stuck maintaining a rigid, outdated system that was expensive to upgrade. Eventually, they had to abandon it and adopt a SaaS platform—but not before losing significant time and market advantage.”

III. How to Decide: Should You Build In-House or Buy a SaaS Solution?

Gary, if I’m a Chief Digital Officer or a VP of Digital Transformation, what questions should I ask before making this decision?

“Before deciding to build in-house or buy a SaaS solution one needs to step back and ask themselves these four critical questions:

1. What is the long-term business goal? Are we trying to differentiate through technology, or are we simply looking for a best-in-class solution that supports our growth?
2. How much time can we afford to spend? Can we afford to wait 12-24 months to build an in-house solution while competitors using SaaS gain market share today?
3. Do we have the right talent and infrastructure? If we’re not already running a software company, are we ready to recruit, hire, and manage an in-house development team?
4. Can we sustain ongoing innovation? A platform isn’t a one-time build—it needs continuous updates, integrations, and security patches. Do we have the resources to maintain this long-term?

Are there ever cases where DIY development makes sense for a digital transformation leader?

“There are a few rare cases. If a company already operates with a sophisticated in-house development team and has software engineering as part of its DNA, it might make sense. Or, if the sales model is radically different from anything on the market and requires truly unique technology, in-house development could be justified. But even in those cases, the company must be ready to continuously invest millions over the years to maintain, upgrade, and secure the platform. Otherwise, it will inevitably fall behind.”

Why do most companies ultimately choose a SaaS solution?

“SaaS offers a smarter, faster, and more cost-effective path to market. Companies using SaaS can launch in weeks instead of years. They don’t bear the entire cost of innovation, because their SaaS provider invests in continuous improvements that benefit all customers. And they gain scalability—whether they have 500 or 500,000 sellers, the platform grows with them.”

IV. A Smarter Middle Ground: Customization Without Full-Scale Development

“The biggest myth I hear is that using SaaS means giving up control. That’s simply not true. In fact, SaaS providers often work closely with companies to ensure their specific needs are met through prioritized development. The best SaaS platforms are modular, allowing businesses to customize workflows, integrate seamlessly with other tools, and even create unique seller experiences. Instead of spending millions on custom development, brands can work with SaaS providers to identify gaps and influence the product roadmap.” 

“Prioritized development allows companies to request key features that align with their business strategy, ensuring they get a tailored experience without the burden of full-scale software development. It’s the best of both worlds—faster implementation, lower costs, and the ability to shape the platform to their needs while benefiting from continuous innovation.”

Making the Right Investment for Growth

“At the end of the day, I always say: If your goal is to grow your D2C brand, don’t get distracted by software development. The real cost of DIY enablement isn’t just money—it’s time, lost market share, and the opportunity cost of not focusing on your core business.”

“Before making a decision, pause and ask yourself: Do you want to be a sales-driven company, or do you want to become a software company by accident? In most cases, the smarter, more strategic move is to leverage a SaaS solution, ensuring your brand stays focused on what truly matters—driving revenue, engaging sellers, and scaling efficiently.”

Considering seller enablement solutions for your company? Explore how Rallyware can help scale your business without becoming a software company. Let’s talk.