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 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
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
I am not a traditional “salesperson,” and this is not a guide on how to sell. This is a practical framework to understand how buying decisions actually get made—particularly in complex, B2B environments. Most failed opportunities are not due to poor technology. They fail because … Continue readingSales Primer and the Decision Making Unit