The modern go-to-market — prospecting, pipeline, RevOps, AI-augmented where it pays — engineered as a repeatable system. Plus the part that never automates: enterprise trust-selling into industrial OEMs, from 25 years selling into exactly those accounts. In deep-tech, GTM engineering is necessary, not sufficient — the edge is doing both.
Pre-sales, pipeline, pricing and the champion strategy as a repeatable system — instrumented, not tribal knowledge.
The enterprise part that does not automate: procurement, security, the eighth stakeholder — navigated with standing at tier-1 OEMs earned over 25 years of selling.
Agents and tooling for prospecting, enrichment and funnel ops — applied with judgment. Built hands-on, not from slides.
Pre-sales setup, qualification, demo and POC playbooks — documented as a repeatable process, not held in two people’s heads.
Pricing model, discount logic and approval thresholds benchmarked against comparable platform businesses — including where outcome pricing works and where it is an operating-model problem.
How technical champions inside the customer are built and kept — the part that actually decides enterprise deals.
An honest read of the existing pipeline: what is real, what is hope, and where deals repeatedly stall.
Agents and tooling for research, enrichment and funnel ops — used where they measurably help, left out where they add noise.
On interim mandates: selecting or developing a successor with a documented handover plan. At the end the team works without me.
Business Owner of the Bosch IoT Suite: from internal platform to commercial enterprise offering, with P&L responsibility for third-party revenue.
Accountability for go-to-market, solutions architecture, pre-sales and partner management — the motion itself, not just the deck.
Industrial platform sales into tier-1 manufacturers: the playbook for those accounts, and why procurement and security stall deals.
Customer interviews, pipeline and deal review, pricing benchmark. Output: a written memo with prioritised recommendations, kickoff and closing workshop.
In the line: building and coaching the pre-sales team, C-level champion relationships, pricing discipline — then handover to a permanent successor.
Quarterly sparring on sales motion, pricing and growth — for founders, boards and investors across a portfolio.
Your sales lead knows your product. I know the table where it gets decided. For 25 years I sold industrial platforms into tier-1 OEMs — at ProSyst, then at Bosch — and sat in front of industrial buying committees hundreds of times: procurement, security, legal, the eighth stakeholder who only turns up in week twelve. I know where these deals break before they do.
The difference is the domain and the delivery. I work only in industrial deep-tech, and on an interim mandate I sit in the line rather than beside it. In deep-tech, GTM engineering is necessary but not sufficient — trust closes the deal.
When the technology works and sales does not scale: deals repeatedly stalling in procurement or security, long cycles without a clear reason, or pricing that gets reinvented in every deal.
Day rate or fixed fee as the base. On mandates where I carry the sales motion myself, part of it can move into a success-based component or advisor equity, so I take a share of the risk. I do not offer that on every mandate, only where I can genuinely move the outcome. The reverse also holds: where I am invested that way, I stay out of any selection process I run on the advisory side.
Yes. Commercial and tech due diligence with operator depth before the investment, interim mandates for value creation after it.
All of them face the same task: turning connected products and AI into a defensible business model — with real revenue, clear costs, and a team that can sustain it.
Boards and supervisory boards of industrial manufacturers turning connected products and AI into measurable revenue — for an operator who moves comfortably between the boardroom and engineering.
Built a commercial platform business from acquired middleware and carried operational accountability for FOTA mandates at OEM scale. 25 years at the interface where software meets physical systems.
Founder teams that have the technology — but stall in enterprise selling. A GTM operator who has closed these accounts himself, not another tech advisor.
25 years selling industrial platforms into tier-1 manufacturers — the playbook for those accounts, a repeatable pre-sales motion, and pricing discipline in enterprise selling.
Partners who need to validate the commercial or technical side of an industrial-tech investment — pre-investment audit or post-investment value creation inside a portfolio company.
Commercial and tech DD with operator depth; interim mandates inside portfolio companies stuck in enterprise selling; selective access to industrial OEM and standards-body relationships.