Win your first industrial customers.
We find the market where your technology matters most, get you in front of the right buyers, and stay until a pilot turns into a signed order.
Interest is not a market.
A founder comes back from a trade show with twelve good conversations. Three companies ask for a deck. One asks for a sample. The board calls it traction. Six months later, nobody has bought anything.
A technical yes and a commercial yes are different decisions. An engineer can love your performance and still have no budget, no internal owner and no way through procurement. A pilot can work perfectly and still end as a file in somebody's shared drive.
More meetings do not fix this. Evidence does. One market where your difference matters. Named companies with the problem now. A buyer who owns it. A value case they can defend internally. A pilot designed to lead somewhere.
Selling is a chain of decisions, not a volume game. Each stage removes one reason not to buy. If the evidence says the first market is wrong, we change it before spending another six months on it.
Five stages, in order.
Opening doors before the market and value are clear gets you meetings, not a pipeline.
- 01
Prove the market
Where does this technology create enough value to make change worthwhile?
We start with what your technology does better, by how much, and where that advantage stops. Then we test which applications feel that difference most, by talking to the people who live with the problem.
What this produces: One first market, buyer and use case, chosen on evidence.
- 02
Enter the market
Which companies matter, who inside them decides, and why would they act now?
We list the companies worth pursuing, rank them by fit and timing, and map the people around each decision. For the strongest accounts we find the trigger that makes the conversation relevant now.
What this produces: A short target list you can defend, and a way in.
- 03
Build opportunities
Is there a real problem, an owner and an agreed next step?
We get you into the right conversations and keep weak interest out of the pipeline. An opportunity only counts when the problem is real, your technology can solve it, somebody owns it, the value is meaningful and both sides agree on the next step.
What this produces: Qualified opportunities you can inspect, not a list of warm contacts.
- 04
Get to pilot
What must a first deployment prove for the customer to buy?
Before any test starts, we put scope, success criteria, owner, budget and the route to rollout in writing. That makes the pilot a commercial decision point, not free technical work.
What this produces: A signed pilot with a named owner and a visible path to a larger commitment.
- 05
Move to revenue
What stands between a successful evaluation and a signed contract?
We stay on the deal through supplier checks, approvals, pricing, negotiation and signature. Silence after a successful pilot is not a sales stage. It is a signal to act.
What this produces: A signed contract, and a record of what to repeat with the next account.
What you keep when the work is done.
Not a bigger folder. A smaller number of better decisions, with evidence behind them.
One market to go after
Chosen on evidence, with the alternatives consciously set aside.
A named list of target accounts
Ranked by fit, urgency and whether they can actually buy.
A value case in the buyer's language
Built on their economics, not only on your product's performance.
Qualified opportunities
Each with an owner, real potential and an agreed next step.
A path from pilot to order
Success criteria and approvals agreed before the pilot starts.
What we need from you.
Technical truth
Access to the people who know what the technology can prove, and where it still breaks.
Fast decisions
Market choices, prices and pilot terms cannot wait for a monthly meeting.
The founder at key moments
You join when a buyer needs technical authority or a company-level commitment.
Room to change course
If the evidence weakens the first idea, the plan moves with it.
When this is the right work
Good fit
Customers can test something real
A prototype, sample, system or installation exists.
The advantage can be measured
There is a number a serious buyer can check.
A first contract is worth the wait
The deal size justifies a long industrial buying process.
Start somewhere else if
The technology is still only a plan
There is nothing a buyer can evaluate yet.
You want selling fully outsourced
Technical founders still show up when their authority decides the outcome.
The problem has no owner
If nobody inside is measured on the outcome, budget rarely appears.
Customer proof makes grants and venture capital easier.
A real customer conversation sharpens a grant application. A defined pilot gives a grant a concrete milestone. A signed customer or qualified pipeline turns an investor story from projection into evidence.
The tracks reinforce each other, but customers remain their own discipline. Grant work cannot replace demand, and a raise cannot fix a market nobody has chosen.
Go deeper
Common questions
Do you replace the founder in customer conversations?
No. We run the process and keep it moving. You join when your technical authority changes the outcome. Deeptech cannot be sold by hiding the people who built it.
What counts as a qualified opportunity?
The customer has a real problem, your technology can credibly solve it, somebody inside owns it, the value is meaningful and there is an agreed next step. Anything less stays out of the pipeline.
Can you start if we have not chosen a market?
Yes. Choosing the first market is part of the work. We do not need the answer in advance, but we do need technology real enough to test.
Do you guarantee a pilot or contract?
No. Buyers make those decisions. We improve the market choice, the access and the discipline of the process. We cannot create demand where none exists.
Tell us what you've built. We'll tell you if we can help.
Customers, grants, venture capital — or a mix. Four minutes to apply. If we believe in it, we may invest part of our fee. If not, we say so.