How to Position a Complex Product Simply, Without Dumbing It Down
There's a particular kind of product that defeats most marketing: the one that's genuinely complex. Deep tech, a multi-feature platform, a service with real technical subs…
Getting this right, making a complex thing simple without making it stupid, is one of the hardest and most valuable skills in marketing. Over 16 years and a lot of clients across very different sectors, it's the problem I've been handed most often. Here's how I approach it.
The two ways positioning fails
Complex products tend to fail at positioning in one of two opposite directions, and it's worth naming both because the fix for one can push you into the other.
The first failure is the feature dump. The team is proud of everything the product does, so they try to communicate all of it. The website becomes a catalogue. The pitch becomes a list. The buyer, who arrived with one problem they wanted solved, has to wade through everything the product can do to find the one thing they came for, and usually gives up. Complexity in the product becomes complexity in the message, and complexity in the message loses.
The second failure is the empty simplification. Someone recognizes the feature dump is bad and overcorrects into vagueness. "We help businesses grow." "The future of work." "Powered by AI." These are simple, but they're simple the way water is simple: no substance, no shape, indistinguishable from a hundred competitors saying the same nothing. The product's real, hard-won distinctiveness gets sanded off in the name of accessibility.
The skill is finding the narrow path between these two, simple enough to grasp instantly, specific enough to mean something and to be unmistakably yours.
Start with the buyer's existing problem, not the product's features
The single most important move is to stop starting from the product.
The team's instinct is always to explain what the product is and does. But a buyer doesn't wake up wanting your product. They wake up with a problem, a frustration, a job they're trying to get done. The way in is to lead with something they already care about before they've ever heard of you, and only then connect it to what you offer.
I test every candidate message against one question: does the customer already care about this, before we entered the picture? If the message is about a feature, the answer is almost always no, they don't care about your feature, they care about their problem. If the message names their problem accurately, they lean in, because you've shown you understand their world. Positioning that leads with the buyer's existing problem earns the right to then explain how you solve it. Positioning that leads with features never gets that far.
This is counterintuitive for technical teams because the features are the part they find interesting. But the buyer's interest and the builder's interest are rarely the same, and the message has to serve the buyer's.
Find the one thing, then let the rest support it
A complex product does many things. Positioning requires choosing one thing to lead with anyway.
This feels like a loss to the team, like you're hiding the product's richness. You're not. You're giving the buyer a door. Once they walk through the door, drawn by the one thing that maps to their most pressing problem, they'll discover the depth. But they won't discover any of it if the entrance is a wall of everything.
Choosing the one thing is hard because it means subordinating features the team loves. The discipline is to ask which single capability, if the buyer understood only that, would most make them want to know more. That's the lead. Everything else becomes supporting evidence, revealed in sequence rather than dumped at once. The product doesn't get simpler. The path into it does.
Use the buyer's language, not the builder's
Complex products come wrapped in the language of the people who built them: technical terms, internal names, category jargon, acronyms. That language is precise and useful internally. Externally, it's often a barrier.
The fix isn't to strip out all specificity, that's the empty-simplification trap again. It's to translate the substance into the words the buyer actually uses for their own problem. The underlying idea stays sophisticated; the expression meets the buyer where they are. You're not lowering the ceiling of the product, you're widening the door.
A useful practice is to listen to how buyers describe their problem in their own words, in sales calls, in support tickets, in the language they use when they don't know you're listening for it, and to build the message from that vocabulary rather than from the internal deck. The gap between how a company talks about its product and how customers talk about their problem is where a lot of marketing quietly fails.
Simple is not the same as short
One clarification worth making, because it trips people up: simplifying a complex product doesn't mean saying less. It means saying the right thing in the right order.
A well-positioned complex product might still need a fair amount of explanation. The difference is that a well-positioned one explains itself in a sequence a human can follow: here's the problem you have, here's the one core way we solve it, here's the proof, here's the depth for those who want it. A badly-positioned one presents everything simultaneously and lets the buyer sort it out. Same information, completely different outcome, purely because of structure and sequence.
Simplicity is about the reader's experience of understanding, not about word count. Sometimes the simplest thing you can do for a reader is give them one more sentence that makes everything before it click.
The test for whether you've got it right
Here's how I know positioning is working: someone outside the company, hearing it for the first time, can accurately explain the product back to you, and wants to know more.
Both halves matter. If they can explain it back but don't care, you've been clear but not compelling, you nailed the simplicity and missed the buyer's problem. If they're intrigued but can't actually say what the product does, you've been evocative but empty, all mood and no substance. When someone can both restate it correctly and feels pulled to learn more, you've found the narrow path: simple enough to grasp, specific enough to matter.
Why this is worth the effort
Positioning a complex product well is slow, frustrating work. It means arguing with people who love their features about which one to lead with. It means resisting both the urge to say everything and the urge to say nothing. It means doing the unglamorous work of learning how buyers actually talk.
But it's some of the highest-leverage work in marketing, because everything downstream depends on it. Every ad, every page, every sales conversation either compounds a clear position or fights against a muddy one. Get the positioning right and the rest of the marketing gets easier and cheaper. Get it wrong and no amount of budget rescues you, you're just paying to broadcast confusion more widely.
The complexity of the product is not the enemy. Unmanaged complexity in the message is. Your job isn't to make the product simple. It's to make the way in simple, and to trust the buyer to find the depth once they've walked through the door.
