COMMERCIAL VALIDATION
Find the commercial path worth backing.
A focused four-week engagement for B2B technology companies where the product works—or the prototype is credible—but the market signal is still too weak to justify the next investment.
The decision: proceed, narrow, reposition, pivot or stop.
Fixed scope · Up to eight customer interviews, dependent on buyer access · Clear recommendation at the end
4 weeks
FOCUSED ENGAGEMENT
Up to 8
SUITABLE BUYER INTERVIEWS
One explicit decision
PROCEED · NARROW · REPOSITION · PIVOT · STOP
WHEN THIS FITS
The product may not be the problem.
Best suited to B2B technology companies with a working product or credible prototype, a real investment decision and access to potential buyers.
The demo works. People understand the value. The team can explain the product. But pilots stall, prospects do not move, investors ask for sharper evidence and sales conversations do not compound into a repeatable motion.
- The market story is broad.
- Customer feedback is contradictory.
- Features are growing faster than demand.
- The team cannot agree which segment deserves focus.
- Further engineering investment depends on assumptions.
The real decision: which buyer, problem and proposition deserve commitment—and which should be narrowed, repositioned or stopped.
FRAME → EVIDENCE → COMMIT
How the engagement works.
Frame
Define the investment decision and the assumptions behind the buyer, problem, proposition, pricing, urgency and sales motion.
Evidence
Gather targeted evidence through buyer conversations, outreach signals, demos, investor feedback and existing commercial data.
Commit
Make an explicit proceed, narrow, reposition, pivot or stop decision and define the next commercial experiment.
WHAT YOU RECEIVE
An evidence base strong enough to support a decision.
Commercial foundation
- Assumption Register — the beliefs the business is betting on.
- ICP definition — the buyer and context most likely to move.
- Proposition structure — what should be offered, to whom and why now.
Evidence
- Up to eight customer interviews — dependent on access to suitable buyers.
- Interview synthesis — recurring signals, objections and contradictions.
- Evidence Map — what is supported, contradicted or still unknown.
Decision
- Decision Package — the recommendation and next commercial move.
- Explicit investment decision — go, narrow, reposition, pivot or stop.
- Next-experiment plan — what evidence to gather next and why.
FOUR WEEKS
Fixed scope. One decision.
Week 1: define the decision, assumptions and evidence plan in a leadership working session.
Weeks 2–3: gather customer and market evidence. Your team supports access to suitable buyers; I structure and lead the interviews and analysis.
Week 4: review the evidence, make the commercial decision and define the next experiment.
Weak or contradictory evidence is not treated as failure. It is part of the decision.
IN PRACTICE
From broad capability to a commercial choice.
A technology company had a broad proposition, positive feedback and no repeatable buying motion. The work narrowed the ICP, separated polite interest from commercial urgency and identified which proposition deserved further investment.
Evidence before expansion.
The goal is not to prove the original idea right. It is to determine which commercial commitment the evidence supports.
Jörn Green 