I build the ICPs, buying-committee maps, techno-economic models, and pipeline infrastructure that get hard-tech products into multinational supply chains.
16 years commercializing technologies across agriculture, industrial bioprocessing, climate tech, and advanced materials.
Translating platform technology into clear product concepts, go-to-market plans, and commercial roadmaps. I help deep tech teams identify which applications to pursue first and how to position them for the customers and markets that matter.
Building the models that answer the hard question: can this work at scale, and will anyone pay for it? I develop techno-economic analyses that ground commercial decisions in real cost structures, helping secure funding and partnerships with industrial players.
Building the selling system from scratch: ICP definitions, discovery interview playbooks, objection maps, pipeline architecture, and CRM setup. Grounded in Strategic Selling methodology, adapted for deep tech.
Plus partnership development & enterprise sales execution and market intelligence work — full detail on the services page.
Deep tech commercialization follows a structural playbook regardless of sector. The challenges are identical; the manifestations are different.
| Challenge | Agricultural Biotech | Industrial Decarbonization | Bioprocessing & Biomanufacturing | Advanced Materials & Chemicals | AI & Sales Technology |
|---|---|---|---|---|---|
| Navigating Buying Committees | Regulatory affairs leads technical evaluation; supply chain directors control budget; agronomists shape adoption | Multiple economic buyers across energy, procurement, and operations with competing sustainability metrics | Quality assurance and manufacturing engineering determine feasibility; plant directors control capex; regulatory flags unknowns | Materials science teams slow-gate adoption risk; manufacturing engineers require 18-month proof-of-concept timelines | VP Sales owns pipeline and quota; VP Engineering owns technical validation and integration risk |
| Quantifying Pre-Commercial Value | Yield and shelf-life gains compound unpredictably across growing conditions; farmer economics vary by geography and scale | Capex payback periods depend on energy price, carbon pricing mechanism, and grid composition that shift annually | Cost per liter at 500L differs radically from production scale; process yields at pilot don't predict manufacturing yields | Material performance in lab conditions doesn't translate to production environment; qualification cycles run 24+ months | Revenue impact depends on deal velocity that sales team can't yet deliver; competitive dynamics shift quarterly |
| Regulatory & Compliance Timeline | Seed approval timelines extend 7-10 years; regulatory pathway varies by crop, country, and trait stacking | Energy infrastructure regulations are regional and changing; environmental permitting adds 12-36 months to deployment timeline | Bioburden protocols, shelf-life testing, and regulatory classification delays scale-up by 18+ months before pilot | Chemistry and material testing consume 2+ years before industrial-scale testing; environmental compliance varies by geography | Data privacy and security certifications gate enterprise adoption; regulatory frameworks shift as AI governance evolves |
| Incumbent Gatekeeper Dynamics | Distribution networks control market access; incumbent seed companies have regulatory relationships and farmer trust spanning decades | Incumbent energy infrastructure has sunk capex and existing supply relationships; utilities move slowly due to capital intensity | COGS leaders have established relationships with CDMOs; suppliers have long-term contracts with penalty clauses; switching requires supply chain redesign | Established chemical suppliers own qualification relationships and have legacy performance data; switching requires design validation testing | Enterprise sales orgs have existing tool stacks and vendor consolidation pressure; replacing an incumbent CRM requires migration and retraining |
| Scale-Up Economics | Licensing agreements cap your upside unless you own supply chain; agronomic data requires multi-season field trials in multiple geographies | Capital requirements ($100M+ for manufacturing scale) require strategic partnership or dedicated funding; operations are geographically constrained | CRAM costs and outsourcing propensity are tier-dependent; fermentation scale-up introduces new contamination and process control risks | Capex for pilot-to-production jumps 100-500x; material costs depend on sourcing, purity, and supply continuity at scale | Customer acquisition cost for sales software may exceed lifetime value; retention depends on integration depth and switching costs |
Each cell represents where the commercialization playbook requires sector-specific execution. Market sizing, buying committee mapping, TEA modeling, competitive positioning, and sales infrastructure all adapt to these constraints
If you're sizing a market, mapping your buying committee, modeling your path to commercial scale, or building a sales system for a complex product, let's talk about where you are and what you need to figure out next.