Most business development teams focus on selling products. A product sale is a transaction. It may lead to repeat orders, upgrades, or adjacent work, but it is rarely as durable as winning position on a major aircraft platform. A platform position is different. It can … Continue readingProduct vs. Platform: Where Long-Term Value Is Actually Won
At this point, you have selected a problem, validated the customer, defined a solution, and can articulate a clear value proposition and give an elevator pitch. What you likely do not have is significant investment. The objective now is to de-risk the opportunity enough to … Continue readingProving the Technology and the Market — De-Risking the Venture
At this stage, you are approaching product/market fit. You have a defined problem, a validated customer, a solution concept, and a working elevator pitch. The next question—especially from investors—is simple: How do you actually make money? You likely already have a rough idea of the … Continue readingBusiness Model Refinement — How This Actually Makes Money
At this stage, you have identified a real problem, validated it with customers, and defined a solution that can address it. The work is not done. You now need to refine how that value is articulated and test whether it resonates in the market. This … Continue readingValue Proposition & Elevator Pitch — Making It Clear and Sellable
At this stage, you have a small number of validated problem opportunities and a working understanding of the customers, their pain points, and how they perceive value. Now the task is to define a solution that can solve, reduce, or eliminate that pain—or create measurable new … Continue readingSolution Development — Defining the Product, Model, and Viability
At this stage, you have identified several promising problems. The objective now is to validate, refine, and quantify those problems through structured research and direct customer engagement. This is where most opportunities either become real—or fall apart. Start With Structured Research (Not Just “Googling”) Before … Continue readingCustomer Discovery — Validating and Refining the Problem
As discussed previously, organizations resist change. That includes buying, implementing, and adapting to your product or service. People are busy, budgets are constrained, and new solutions introduce risk. To drive adoption, you must identify a problem that is sufficiently painful, visible, and economically meaningful. “Nice … Continue readingProblem Selection — Finding Opportunities That Matter
“Post-Up” ideation is a simple way to capture input from a team without turning a working session into an unproductive debate. It works well for identifying problems, refining opportunities, and generating solution concepts. The strength of the method is parallel input + structured filtering. Setup … Continue readingStructured Ideation — Post-Up Sessions
My business development process begins with identifying a problem or need you can address in a market. You can come from structured ideation, domain expertise, or direct customer exposure. It should align with your technical capabilities, operating strengths, and access. Before doing any of that, you need … Continue readingMarket Size & Revenue Math – What Actually Matters
Introduction: I have spent the past several years leading commercialization, portfolio strategy, and capture execution across complex aerospace and advanced technology programs. The following describes a repeatable framework for identifying, qualifying, and scaling new product and platform opportunities. This process is ideal for situations where … Continue readingTechnology Business Development Process