Deep-Tech Commercialisation Advisory for European SMEs
Funding & compliance
Win and deliver funded programs: EU Chips Act, Horizon Europe, NIS2, CRA
From program narrative and consortium structure to compliance-by-design and evidence packs. Most SMEs have the technical substance; what they lack is the operational maturity and documentation that reviewers and auditors require.
Opportunity discipline
Stop pursuing the wrong opportunities and stop losing the right ones to execution drift
Gated opportunity lifecycle, scoring models, and kill rules that protect engineering capacity. The hidden cost isn’t what you spend competing … it’s what you don’t finish for the customers you’ve already won.
Technology → revenue
Turn a strong technology position into a repeatable commercial result
Research excellence and commercial traction require different muscles. I bridge the gap: ICP definition, value proposition sharpening, go-to-market structure, and sales enablement that engineers can actually execute.
IP & governance
Protect what you’ve built through scale, partnerships, and cross-border expansion
IP strategy, assignment chain, and governance designed into the structure early, not patched on after a JV or investor conversation forces the issue. Informed by direct experience managing IP transfers across Europe and Asia.
Speed to market
From validated prototype to OEM-ready product … without the typical rework cycles
Front-loading DFM, DFT, and qualification readiness at concept stage, not after the first respin. Built on firsthand experience closing this gap for fabless and mixed-signal teams.
Cost efficiency
Build cost competitiveness into the product architecture, not squeezed in at the end
Design-for-cost disciplines applied at the roadmap and architecture stage, where they actually move the needle. COQ management, supplier strategy, and “stop/scale” decision frameworks informed by P&L ownership of €45M+ portfolios.
Three areas where I work
Strategy is only as good as its execution. Each engagement is structured around the specific inflection point you’re at, not a fixed methodology applied regardless of context.
Innovation Series
Innovation doesn’t come from a single playbook. The most resilient companies build an innovation ecosystem that deliberately combines entr
When Push meets Pull
Business objectives are a mix between push and pull. Push, typically led by Sales, what you already have and Characterise the market to work
Opportunity Management
Tremendous effort and cost can be sunk into competing for opportunities, not even considering the cost for lost opportunity. Most of this ac