Technology is no longer the bottleneck. Understanding your customer is.
Independent commercial and go-to-market strategy for construction technology and product companies, grounded in what your target clients actually think. I bring 18 years across the construction supply chain, architecture, contracting and consultancy, working through a fixed-scope Adoption Insight study or as an interim commercial and strategy lead.
The customer is always right. Their feedback just doesn’t always reach you.
Interest is high, the pipeline looks healthy, yet decisions stall in procurement and never close.
A successful trial on one project does not become a framework, a rollout or repeat orders.
Price or timing may be the reason a buyer walks away, or it may be the explanation that is easiest to give.
You have a plan for a new market, but internal discussion cannot confirm whether buyers there will respond to it.
When a buyer hesitates, the reason could be the product, the price, the timing or a concern that has never been raised. Each points to a different decision, and the evidence to tell them apart sits with the buyer.
I speak to your target buyers, including those who have not engaged with you or chose not to proceed. As an independent third party, I have no product to sell them. Through experience of advising both sides of the market, from manufacturers and technology suppliers to contractors, housing associations and local authorities, I can probe what lies behind an answer like “too expensive” or “not now”. The outcome is a clear view of what needs to change, whether in the product, the positioning or the commercial model.
Different stages, different questions. The same need: evidence from real buyers.
Test whether the product has genuine demand among the buyers it targets, with conversations conducted by someone with first-hand experience of the construction sector.
Confirm that the next stage of development reflects what buyers need, and which changes would influence a decision to buy.
The pipeline is active, but conversion is slow and the reasons are unclear. Conversations with buyers who have not yet committed explore why, and what would change their decision.
Establish whether there is a commercial proposition for a product that solves this problem: who would buy it, how they procure, and what they would expect from a supplier.
Two ways to work together.
Fixed scope. Fixed fee. No lengthy proposals or protracted negotiation. Book a call to confirm we are aligned, or request the scope and terms directly.
Is your go-to-market strategy on target? Is your product roadmap aligned with what buyers need? Before committing further capital, independent conversations with the buyers you intend to reach provide that clarification.
We agree what we need to learn, define the target buyer profiles and identify the assumptions your investment rests on, so the interviews test them directly.
A structured script, agreed with you before outreach begins.
Targeted outreach to your agreed buyer profiles, with a target of eight to ten one-hour interviews. Participant fees included.
No selling. Participants remain anonymous unless they choose to be introduced to you, which I ask at the outset.
Once the first interviews are complete, early themes are shared with you and the questions refined if needed.
What buyers value, how and why they buy, how they see you against your competitors, whether each of your key assumptions held, and clear recommendations on proposition, product priorities, messaging and target segments.
A structured walkthrough of the findings and their implications with your leadership team, and a discussion of next steps, including any support needed with implementation.
A target of eight to ten buyer interviews.
Participant fees included.
Senior commercial and strategic support for construction technology and product companies, covering commercial and go-to-market strategy, proposition and pricing, and market entry.
Engaged on a day rate or monthly retainer. Working remotely, on site or both. Scope agreed through the process set out below.
From first conversation to kick-off.
A 30-minute call to discuss your challenge and confirm we are aligned. If you are ready to start, request the scope and terms directly.
Issued on request, for review before you commit.
If the terms are agreed and the scope requires no amendment, work begins on return of the signed terms, and a kick-off date is confirmed within ten working days.
We agree the questions, the assumptions to test and the target buyer profiles. Once the target list is approved, outreach begins.
A 30-minute call to understand where the business is and the support it needs.
A longer session with your leadership team to agree priorities, scope and how we would work together.
A written proposal setting out the scope, time commitment and terms.
Engagements begin with a defined initial period, reviewed before any extension.
Selected work.
Premier Modular, a £100m+ modular manufacturer, had developed a residential product that had not secured an order in five years. My review against what the market would actually buy showed it was over-engineered and wrongly positioned. I refocused the offer on accommodation blocks, stripped the pipeline back to genuine opportunities and put the business in front of the right clients. It secured a £10m contract within six months.
ARaymond, a global manufacturer with revenues of around $1.7bn, wanted to transfer its automotive capability into construction. I mapped the UK and EU construction market, its key players and how it procures, identified which products would transfer, and developed and implemented the market entry strategy.
Independent commercial and strategic advisor. I bootstrapped, built and exited a £1m+ specialist advisory business focused on supporting the market in adopting modern methods of construction (MMC). Highlights included serving as Interim Head of MMC at Wates Group (£2bn+), advising the UK’s largest housing association, and being invited to undertake the review and write the published implementation strategy relating to the Construction Innovation Hub’s Product Platform Rulebook, part of a £72m government-funded innovation round.
An industry commentator, I have spoken at events including UKREiiF and the Housing Forum.
Member of the UK Industrialised Construction Working Group and the European Commission Offsite Construction Working Group. British, based in France, working across the UK, Europe and internationally.
Technology is no longer the bottleneck. Understanding your customer is.
Independent commercial and go-to-market strategy for construction technology and product companies, grounded in what your target clients actually think. I bring 18 years across the construction supply chain, architecture, contracting and consultancy, working through a fixed-scope Adoption Insight study or as an interim commercial and strategy lead.
The customer is always right. Their feedback just doesn’t always reach you.
Interest is high, the pipeline looks healthy, yet decisions stall in procurement and never close.
A successful trial on one project does not become a framework, a rollout or repeat orders.
Price or timing may be the reason a buyer walks away, or it may be the explanation that is easiest to give.
You have a plan for a new market, but internal discussion cannot confirm whether buyers there will respond to it.
When a buyer hesitates, the reason could be the product, the price, the timing or a concern that has never been raised. Each points to a different decision, and the evidence to tell them apart sits with the buyer.
I speak to your target buyers, including those who have not engaged with you or chose not to proceed. As an independent third party, I have no product to sell them. Through experience of advising both sides of the market, from manufacturers and technology suppliers to contractors, housing associations and local authorities, I can probe what lies behind an answer like “too expensive” or “not now”. The outcome is a clear view of what needs to change, whether in the product, the positioning or the commercial model.
Different stages, different questions. The same need: evidence from real buyers.
Test whether the product has genuine demand among the buyers it targets, with conversations conducted by someone with first-hand experience of the construction sector.
Confirm that the next stage of development reflects what buyers need, and which changes would influence a decision to buy.
The pipeline is active, but conversion is slow and the reasons are unclear. Conversations with buyers who have not yet committed explore why, and what would change their decision.
Establish whether there is a commercial proposition for a product that solves this problem: who would buy it, how they procure, and what they would expect from a supplier.
Two ways to work together.
Fixed scope. Fixed fee. No lengthy proposals or protracted negotiation. Book a call to confirm we are aligned, or request the scope and terms directly.
Is your go-to-market strategy on target? Is your product roadmap aligned with what buyers need? Before committing further capital, independent conversations with the buyers you intend to reach provide that clarification.
We agree what we need to learn, define the target buyer profiles and identify the assumptions your investment rests on, so the interviews test them directly.
A structured script, agreed with you before outreach begins.
Targeted outreach to your agreed buyer profiles, with a target of eight to ten one-hour interviews. Participant fees included.
No selling. Participants remain anonymous unless they choose to be introduced to you, which I ask at the outset.
Once the first interviews are complete, early themes are shared with you and the questions refined if needed.
What buyers value, how and why they buy, how they see you against your competitors, whether each of your key assumptions held, and clear recommendations on proposition, product priorities, messaging and target segments.
A structured walkthrough of the findings and their implications with your leadership team, and a discussion of next steps, including any support needed with implementation.
A target of eight to ten buyer interviews.
Participant fees included.
Senior commercial and strategic support for construction technology and product companies, covering commercial and go-to-market strategy, proposition and pricing, and market entry.
Engaged on a day rate or monthly retainer. Working remotely, on site or both. Scope agreed through the process set out below.
From first conversation to kick-off.
A 30-minute call to discuss your challenge and confirm we are aligned. If you are ready to start, request the scope and terms directly.
Issued on request, for review before you commit.
If the terms are agreed and the scope requires no amendment, work begins on return of the signed terms, and a kick-off date is confirmed within ten working days.
We agree the questions, the assumptions to test and the target buyer profiles. Once the target list is approved, outreach begins.
A 30-minute call to understand where the business is and the support it needs.
A longer session with your leadership team to agree priorities, scope and how we would work together.
A written proposal setting out the scope, time commitment and terms.
Engagements begin with a defined initial period, reviewed before any extension.
Selected work.
Premier Modular, a £100m+ modular manufacturer, had developed a residential product that had not secured an order in five years. My review against what the market would actually buy showed it was over-engineered and wrongly positioned. I refocused the offer on accommodation blocks, stripped the pipeline back to genuine opportunities and put the business in front of the right clients. It secured a £10m contract within six months.
ARaymond, a global manufacturer with revenues of around $1.7bn, wanted to transfer its automotive capability into construction. I mapped the UK and EU construction market, its key players and how it procures, identified which products would transfer, and developed and implemented the market entry strategy.
Independent commercial and strategic advisor. I bootstrapped, built and exited a £1m+ specialist advisory business focused on supporting the market in adopting modern methods of construction (MMC). Highlights included serving as Interim Head of MMC at Wates Group (£2bn+), advising the UK’s largest housing association, and being invited to undertake the review and write the published implementation strategy relating to the Construction Innovation Hub’s Product Platform Rulebook, part of a £72m government-funded innovation round.
An industry commentator, I have spoken at events including UKREiiF and the Housing Forum.
Member of the UK Industrialised Construction Working Group and the European Commission Offsite Construction Working Group. British, based in France, working across the UK, Europe and internationally.