Commercial capability, delivered inside your business.
From a single contract negotiation to a fully built and trained sales team, we take on the work that turns space technology into a viable, valuable company.
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How we work with you
We deliberately keep our engagement models flexible, because a pre-seed spin-out and a Series B scale-up do not need the same thing.
One-off engagements
A specific problem, a defined scope, a fixed fee. A supplier contract you need reviewed before signing. A market you need sized properly. A cost base you need a second opinion on. Days or weeks, not months.
Project engagements
A defined commercial outcome delivered end to end — a sales function built, trained and running on a live CRM; a route-to-market plan built and launched; a funding round prepared; a supply chain restructured; a major contract taken from first approach to signature.
Embedded commercial partnership
We operate as your commercial function on a retained basis. Think fractional commercial director rather than external consultant: in your meetings, on your calls, accountable for your numbers. Suited to companies that need senior commercial leadership but are not yet ready to carry it as a full-time hire.
Board and non-executive support
Ongoing governance-level input where you need commercial judgement at board level rather than day-to-day delivery.
Every engagement begins the same way: a confidential conversation about where you actually are, not where a pitch deck says you are.
Our services
1. Commercial health and diagnostics
Before anything else, an honest assessment of where the business stands.
- Full commercial health review across revenue, cost, risk, contracts and structure
- Commercial readiness assessment (where you sit on the path from technology to traded product)
- Identification of the specific blockers preventing commercialisation
- Prioritised action plan with owners, sequencing and realistic timelines
- Independent review for boards, investors and funding bodies
2. Feasibility and route to market
Establishing whether the commercial proposition holds — and what it takes to deliver it.
- Commercial feasibility assessment of a product, service or capability
- Market sizing, segmentation and realistic addressable-market analysis
- Customer validation and early demand testing
- Competitor and substitute analysis
- Route-to-market design: direct, partner, licensing, prime/subcontract or hybrid
- Pricing strategy and revenue model design
- Product and service definition — turning a capability into something a customer can actually buy
3. Sales capability, CRM and revenue delivery
Most space companies do not have a sales problem. They have a *no sales function* problem — a founder or technical lead selling in the gaps between engineering commitments, with the pipeline held in their head and a target set by what the investor deck promised.
We build the function that fixes that, and we build it to work in this sector specifically: long procurement cycles, institutional and prime contractor buyers, technically sophisticated customers, and deals that are won or lost eighteen months before the purchase order appears.
Building the sales function
- Sales function design and build from a standing start
- Sales team structure, role definition and headcount planning
- Recruitment of sales and business development staff, including technical sales roles
- Commission, incentive and remuneration structures that drive the right behaviour
- Sales leadership, management cadence and performance framework
- Interim sales leadership where you need the function running before you can hire for it
Sales training and enablement
- Consultative and technical sales training for commercial and engineering staff
- Training founders and technical leads to sell credibly without becoming full-time salespeople
- Qualification frameworks and discipline — knowing which opportunities to walk away from
- Objection handling, negotiation and closing in long-cycle institutional sales
- Selling to primes, agencies, government and defence buyers
- Pitch, proposal and sales collateral development
- Ongoing coaching and in-the-room support on live opportunities
CRM design and implementation
- CRM selection and specification against your actual sales process, not a vendor's template
- Full implementation, configuration and data migration
- Pipeline stage design, opportunity scoring and qualification gates
- Sales process mapping and workflow automation
- Reporting, dashboards and board-level revenue visibility
- Team training and adoption — the point at which most CRM projects quietly fail
- Integration with finance, delivery and bid processes
Targets, forecasting and market share attainment
- Setting sales targets that are achievable and evidenced, not aspirational
- Territory, segment and account planning
- Market share attainment planning — defining the share you are targeting and the mechanism to take it
- Pipeline coverage modelling and conversion rate analysis
- Revenue forecasting and board reporting
- Key account and prime relationship development
- Performance tracking, and intervention when numbers drift
The outcome we are accountable for is straightforward: a sales function that runs without us, hits targets you can defend to a board, and holds a measurable share of the market you chose to compete in.
4. Financial risk and commercial resilience
Finding the risks that quietly kill companies, and closing them.
- Financial risk identification, quantification and mitigation planning
- Cash flow modelling, runway analysis and scenario planning
- Cost base review and margin analysis
- Break-even and unit economics
- Grant dependency assessment and transition planning toward commercial revenue
- Financial governance, controls and board reporting
5. Contract negotiation and commercial terms
Senior negotiation experience applied to the agreements that determine your risk and margin.
- Customer contract negotiation, including primes, agencies and institutional buyers
- Supplier and subcontractor agreements
- Commercial lease and facility negotiation
- Partnership, teaming, consortium and collaboration agreements
- Licensing and IP commercialisation terms
- Terms and conditions review, risk allocation and liability position
- Negotiation strategy, preparation and representation at the table
*We are not your solicitors and we do not replace legal counsel — we make sure the commercial position being drafted is the right one, and that you are not negotiating from a weaker footing than you need to be.*
6. Supply chain and procurement
Reducing cost and fragility on the input side of the business.
- Supply chain mapping, risk assessment and single-point-of-failure analysis
- Supplier consolidation, renegotiation and cost reduction
- Make-versus-buy analysis
- Procurement process design and purchasing controls
- Lead time, obsolescence and continuity-of-supply planning
- Ex6ort control and compliance considerations in supplier selection
7. People, structure and workforce cost
Getting the right capability in place at a cost the business can sustain.
- Organisational structure review against commercial objectives
- Workforce cost analysis and reduction
- Contractor, consultant and permanent resourcing mix
- Recruitment strategy for commercial and leadership roles
- Remuneration, incentive and equity structuring
- HR process, policy and employment risk
- Leadership and team development
8. Growth strategy and market share capture
Moving from being present in a market to holding a position in it.
- Growth strategy and commercial planning
- Market share capture strategy and competitive positioning
- Bid and tender strategy for large contracts and public procurement
- Export and international market entry
- Partnership and channel development
- Diversification and adjacent market strategy
9. Funding and investment readiness
Preparing the business to withstand scrutiny — and to be worth investing in.
- Investment readiness assessment
- Business plan and financial model preparation
- Investor materials and narrative development
- Due diligence preparation and remediation
- Grant and public funding strategy, including transition away from grant dependency
- Valuation preparation and capital structure review
10. Company sale, exit and succession
Building value deliberately, and realising it well.
- Exit strategy design and long-term value building
- Company sale preparation and vendor due diligence
- Buyer identification and approach strategy
- Sale negotiation support
- Director and founder exit planning
- Succession planning and leadership transition
- Post-transaction integration support
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Who we work with
- **Space start-ups and spin-outs** moving from research or prototype toward a traded product
- **R&D-led organisations** with strong technology and no commercial engine behind it
- **Grant-funded and agency-supported companies** that need to build revenue before the funding runs out
- **Established SMEs** in the space supply chain looking to grow share, improve margin or restructure cost
- **Boards and investors** needing independent commercial assessment of a business or opportunity
- **Companies from adjacent sectors** — defence, telecoms, automotive, energy — seeking a credible route into space
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What working with us looks like
1. Discovery call: Confidential, no cost, no obligation. We listen, ask direct questions, and tell you honestly whether we can help.
2. Scoping: We define the problem, the outcome, the scope and the commercial terms in writing. You know exactly what you are getting and what it costs.
3. Delivery: We do the work — in your business, with your team, accountable for the outcome.
4. Handover or continuation: Either we hand back a stronger commercial capability with your team able to run it, or we continue as your ongoing commercial partner. Your choice, and we will tell you which one we think you need.
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Fees and commitment
We price by engagement, not by hour, so you know your cost before we start. Small one-off pieces of work are deliberately accessible; larger programmes are scoped and phased so you can stop at any stage.
Where appropriate, we will discuss alternative structures — including success-linked arrangements — for companies where cash is the binding constraint but the commercial opportunity is real.
Discuss your requirements
Not sure what you need?
Most companies come to us knowing something is not working but not knowing exactly what. That is normal, and diagnosing it is the first thing we do. Start with a conversation.
Get in touch