INDUSTRIAL TECHNOLOGY GTM

Go-to-market for emerging technology in industrial sectors.

I help AI and emerging technology companies understand where they create real customer value, then build the proposition, evidence, pilots and go-to-market needed to win industrial clients.

From focused one-day sprints and defined projects to ongoing fractional GTM leadership.

London, and remote worldwide.

I help AI and emerging technology companies understand where they create real customer value, then build the proposition, evidence, pilots and go-to-market needed to win industrial clients.

From focused one-day sprints and defined projects to ongoing fractional GTM leadership.

London, and remote worldwide.

I help AI and emerging technology companies understand where they create real customer value, then build the proposition, evidence, pilots and go-to-market needed to win industrial clients.

From focused one-day sprints and defined projects to ongoing fractional GTM leadership.

London, and remote worldwide.

I help AI and emerging technology companies understand where they create real customer value, then build the proposition, evidence, pilots and go-to-market needed to win industrial clients.

From focused one-day sprints and defined projects to ongoing fractional GTM leadership.

London, and remote worldwide.

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Years practice

Major programmes & accelerators

Major programmes

Direct work won

Start ups advised

THE PROBLEM

Great technology doesn’t automatically create a great business.

Industrial technology companies often know exactly what their product can do, but struggle to translate that into a compelling reason for customers to buy.

I help connect the technology to the operational problem, quantify the customer value, build the evidence behind it and turn that into a repeatable go-to-market approach.

SECTOR FOCUS

Asset-intensive, regulated industries.

I work with technology companies and specialist businesses serving some of the world’s most demanding operational environments.

Maritime

Shipping, ports and marine operations

Transport

Road, rail and logistics

Energy & Water

Utilities, networks and infrastructure

Construction & Industry

Built environment, manufacturing and industrial operations

how i work

The Value-to-Adoption Method.

Understand where your technology creates value — then build the product, evidence and go-to-market around it.

I start with the outcome your customer cares about, work back to the value your technology creates, then build the go-to-market around it.

Understand where your technology creates value — then build the product, evidence and go-to-market around it.

01

Trace the Value Chain

Work backwards from the outcomes customers care about to understand exactly where the technology contributes and who captures the value.

↓ Customer outcome

↓ Value driver

↓ Operational change

↓ Technology role

↓ Required capability

THE ANATOMY OF A VALUE CASE

01

Trace the Value Chain

I start with the outcome the customer actually cares about, then work backwards to understand what needs to change and where your technology genuinely adds value.

Customer outcome

→

Value driver

→

Change required

→

Technology role

Capability needed

THE ANATOMY OF A VALUE CASE

01

Trace the Value Chain

I start with the outcome the customer actually cares about, then work backwards to understand what needs to change and where your technology genuinely adds value.

Customer outcome

→

Value driver

→

Change required

→

Technology role

Capability needed

THE ANATOMY OF A VALUE CASE

01

Trace the Value Chain

Work backwards from the outcomes customers care about to understand exactly where the technology contributes and who captures the value.

↓ Customer outcome

↓ Value driver

↓ Operational change

↓ Technology role

↓ Required capability

THE ANATOMY OF A VALUE CASE

02

Quantify & Prioritise

Turn the value chain into an economic case. Quantify the potential impact, test the assumptions and identify the customers and use cases where the technology creates most value.

02

Quantify & Prioritise

Next, we put numbers around the opportunity. How big is the problem? Who benefits most? Which customers and use cases are worth pursuing first?

02

Quantify & Prioritise

Turn the value chain into an economic case. Quantify the potential impact, test the assumptions and identify the customers and use cases where the technology creates most value.

02

Quantify & Prioritise

Turn the value chain into an economic case. Quantify the potential impact, test the assumptions and identify the customers and use cases where the technology creates most value.

03

Build Around the Value

Use that understanding to shape product priorities, proposition, positioning, commercial model and go-to-market strategy.

03

Build Around the Value

We use that understanding to shape what you build, how you position it, how you price and package it, and how you take it to market.

03

Build Around the Value

Use that understanding to shape product priorities, proposition, positioning, commercial model and go-to-market strategy.

03

Build Around the Value

Use that understanding to shape product priorities, proposition, positioning, commercial model and go-to-market strategy.

04

Prove What Matters

Identify what customers need to believe before they can buy. Design pilots and engagements specifically to generate the evidence.

04

Prove What Matters

We work out what a customer needs to believe before they will buy, then design pilots and customer engagements to prove exactly that.

04

Prove What Matters

Identify what customers need to believe before they can buy. Design pilots and engagements specifically to generate the evidence.

04

Prove What Matters

Identify what customers need to believe before they can buy. Design pilots and engagements specifically to generate the evidence.

05

Convert Proof into Adoption

Turn demonstrated value into a route to deployment: business case, stakeholder sponsorship, procurement route, commercial model and repeatable deployment.

05

Convert Proof into Adoption

We turn successful proof into a route to adoption: the business case, internal sponsor, buying route, commercial model and plan for rollout.

05

Convert Proof into Adoption

Turn demonstrated value into a route to deployment: business case, stakeholder sponsorship, procurement route, commercial model and repeatable deployment.

05

Convert Proof into Adoption

Turn demonstrated value into a route to deployment: business case, stakeholder sponsorship, procurement route, commercial model and repeatable deployment.

Value isn’t just a sales message. It’s how you build the business.

Customer value should determine which markets you pursue, what your product needs to deliver, what you need to prove and how you take it to market. The Value-to-Adoption Method connects those decisions through one consistent value logic.

Value isn’t just a sales message. It’s how you build the business.

Value shouldn't be something you add to a sales deck at the end. It should guide what you build, who you sell to, what you prove and how you scale.

about

I’ve spent 12+ years on both sides of industrial technology adoption.

about

I’ve worked with technology companies developing new products, and with major industrial and public-sector organisations deciding what to adopt, fund and scale.

That gives me a practical view of both sides of the sale: what technology companies need to prove, and what customers need to believe before they buy.

I’ve worked with technology companies developing new products, and with major industrial and public-sector organisations deciding what to adopt, fund and scale.

That gives me a practical view of both sides of the sale: what technology companies need to prove, and what customers need to believe before they buy.