How I Help Deep Tech Teams Commercialize

Most deep tech companies have solved a hard scientific problem. The challenge is translating that capability into something a specific buyer will pay for. I help you identify which applications matter by running weighted scoring analysis against your ICP segments, sizing the TAM/SAM/SOM for each, and mapping the buying committee that matters for each target.

The output is a go-to-market sequence: which segment you tackle first, why, what technical milestones you need before you can credibly engage their Economic Buyer and User Buyers, and what your sales cycle will look like. Not strategy decks. A roadmap with decision points, resource requirements, and timelines that connect your development plan to the day you can land your first enterprise pilot

Deep tech sales aren't transactional. You're selling into enterprise buying committees with 5-15 stakeholders who each define "value" differently. The economic buyer cares about ROI, the technical buyer cares about integration risk, the user buyer cares about workflow impact, and the coach cares about their internal credibility.

I build the partnership architecture that maps these stakeholders, develops stakeholder-specific value propositions, and creates a structured engagement plan. From scoping collaborations to managing joint development programs, I help companies find and close the deals that validate their technology.

Before a multinational will commit to a pilot, they need to see the numbers. Not estimates. Numbers that account for your actual process, your cost structure at lab scale, what it looks like at 50L and 500L and production scale, and how you stack against the incumbent they're currently using.

I build techno-economic models that show unit economics across scaling phases, sensitivity analyses on your critical cost drivers, and head-to-head economics against the alternatives your buyer has today. Your Technical Buyer uses this to understand integration risk and capex requirements. Your Economic Buyer uses this to build the ROI case internally. You use this to understand whether your go-to-market sequence makes commercial sense.

Platform technologies succeed in segments where they solve a problem that customers will pay to fix at a cost they can justify. Finding that segment requires more than TAM estimates.

I analyze competitive landscapes by mapping how your target buyers actually evaluate alternatives: what dimensions matter to the Economic Buyer (cost, compliance, capex), what dimensions matter to the Technical Buyer (integration effort, regulatory pathway, technical risk), and where incumbent solutions have structural gaps that your technology exploits. I identify switching costs — operational, organizational, contractual — and the financial and organizational leverage points that can overcome them. I size the addressable market within each segment by outsourcing propensity, willingness to fund new vendors, and regulatory readiness.

Deep tech selling is structurally different from normal enterprise sales. Your sales cycle is 18+ months. Your buying committee has 5-15 people with conflicting incentives: the Economic Buyer cares about ROI and capex justification; the User Buyer cares about whether it solves their process problem; the Technical Buyer cares about integration risk, regulatory pathway, and technical feasibility; the Coach advocates internally on your behalf. You're selling to people whose technical language may not match yours. You're quantifying value for something that doesn't exist yet at commercial scale.

Standard CRM playbooks fall apart. I build sales infrastructure adapted for these constraints: ICPs defined by buying committee composition and decision authority, not just company size; discovery frameworks that identify each buying role's concerns and decision criteria; pipeline stages that map to actual movement in the economic buyer's budget cycle and the technical buyer's evaluation process; objection maps that address the specific skepticism that blocks each role; email sequences that establish credibility with people who speak a different technical language. Everything lives in your CRM configured to show pipeline health by buying role, not just by stage.