Turning innovation into commercial growth
Turning innovation into commercial growth
Reduce commercial risk. Accelerate market adoption.
Does this sound familiar?
Market adoption feels like guesswork, not growth.
You know the technology is impressive, and the value case is real. Yet adoption isn't progressing as forecast: some opportunities move forward, others stall, and it's not always clear why. The cause could be timing, positioning, or how stakeholders weigh the decision, which can vary by geography, industry, or organizational structure.
The business case feels like hope, not evidence.
Too often, the business case behind a promising technology is thin, with market size estimates that feel more like hope than analysis. Without it, there's no way to know if the investment will deliver the ROI promised until it's already too late to change course.
Getting to market feels haphazard, not strategic.
Execution depends on who's involved: positioning gets missed, sales are looped in late, pieces of the plan simply don't happen, and it's different every time. It rarely lines up cleanly with the KPI targets riding on it, putting market adoption and ROI at risk.
25+ years
serving global energy technology markets
Cameron, Schlumberger, Baker Hughes
GTM experience
across joint ventures, alliances and emerging markets
25+ years
serving global energy technology markets
Cameron, Schlumberger, Baker Hughes
GTM experience
across joint ventures, alliances and emerging markets
Who I work with
I work with the leaders responsible for getting technology to market, from VP and Director-level owners of the day-to-day work, up through the CTO, COO or CEO who sponsors it inside engineering-led B2B companies in energy, industrial manufacturing, or industrial automation.
Usually the company is spending multi-millions a year on R&D and is committed to growing through innovation, not acquisition alone. The technology is sound. What's often missing is the commercial discipline to validate the market opportunity, make better investment decisions, and build a GTM approach that turns innovation into commercial growth.
I'm not the right fit if you need a marketing vendor to execute a campaign, or an outside advisor who hands over a framework and leaves.
This only makes sense if you want someone embedded learning the technology, working alongside your team, and staying through execution until the capability holds without me.
The Ascend Method™
Commercial strategy & go-to-market program for innovation
STAGE 1
Strategic Direction
Surface the gaps
Design the right approach
Evidence gate
STAGE 2
Operational Readiness
Align the organization
Build the capability
Evidence gate
STAGE 3
Validation & Embed
Prove it on a real technology
Embed so it runs on its own
Evidence gate
At-risk
technology investment
Commercially validated
repeatable GTM
Evidence-based, not calendar-driven. Work moves forward when it's validated, so what we build holds after the engagement is complete.
What each stage delivers
The Ascend Method runs in three stages. Stage 1 can stand alone, so you get a clear read on the risks and a path forward before deciding whether to go further.
Stage 1
Establish strategic direction
I diagnose what's putting the technology investment at risk, then design the GTM strategy to close it validated with your stakeholders before we move forward.
You get:
evidence of what's putting the investment at risk, clear priorities for where to act, and a right-fit GTM strategy to improve the path to market.
Stage 2
Establish operational readiness
We align your organization around the new approach, then build the processes and capability needed to run it, across Engineering, Product, Marketing and Sales.
You get:
cross-functional ownership and the capability to execute with readiness, coordination and speed.
Stage 3
Deliver market
impact
We prove the approach against a real technology, then embed it as a repeatable process your team runs without me.
You get:
proof the strategy and operating model work, backed by real commercial results.
Let's discuss what's at risk
A conversation about the gap between your technology and your commercial results, and what's putting the investment at risk.