Where this work fits
- Commercialisation strategy for science-led companies.
- Investor diligence and market reality checks.
- Scale-up and manufacturing assumption review.
- Board support for deep-tech growth decisions.
- Go-to-market design for industrial customers.
Questions the work can answer
- Is the customer problem strong enough to support adoption?
- Where does the technology fail outside the lab?
- What has to be true for scale-up economics to work?
- Which market entry path reduces time, capex and credibility risk?
What the client receives
- Commercialisation assumptions review.
- Market-entry and customer adoption map.
- Investor or board memo.
- Scale-up risk and milestone structure.
Who this is for
Founders and technology companies choosing a first repeatable application; boards deciding where to focus capital; investors examining commercial readiness; and university spinouts or corporate teams moving from research into a product and market.
What is assessed
The work connects the customer problem and evidence of adoption to technical maturity, manufacturing, supply chains, regulation, infrastructure and funding. A pilot is examined for the commercial question it can resolve and the conditions needed to repeat the result. The Seven Barriers to Deployment framework explains the approach; independent technology due diligence is the route where the immediate decision is an investment or acquisition.
Relevant experience
My published founder and operator experience spans NanoSight, Cientifica, G2O Water Technologies, Evove and Element 2. My public experience and references include Parliamentary evidence on graphene commercialisation and intellectual property. The recurring question is whether a technical capability can become an application customers can adopt and a business that can deliver it.
Information useful at the start
Send the technology, intended application, customer evidence, project or funding stage, principal decision and timescale. Depending on scope, further work may need pilot results, manufacturing assumptions, cost models, supply dependencies and the next funding milestones. Outputs are agreed for the decision; not every engagement includes every item listed above.