Connect · 01
Opportunity Sprint
Where is our best route to growth?
A defined assignment that tells your leadership where to compete first, tested in direct conversations with the customers, partners and public bodies who would make it happen. For established semiconductor companies and for startups.
You decide on what the market tells you.
You receive
- First-hand feedback from potential customers, partners and public stakeholders
- A clear recommendation on where to compete first, and why
- The entry route, including the public stakeholders who matter
- A concise decision memo for your leadership
Best for
- You have a proven technology and several possible markets or applications.
- You are preparing expansion into a new country or region.
- Leadership needs a clear decision before committing people and budget.
How it works
- 01Frame the decision with your leadership: options, criteria and what is already known.
- 02Test each option in direct conversations with potential customers, partners and public stakeholders.
- 03Read what rarely appears in reports: who decides, how adoption works in practice, whether the timing is right.
- 04Recommend where to compete first, the entry route and the first doors to open.
A possible first assignment
One market or application decision, scoped with you. Timing and outputs depend on the question and on access to the people involved.
What we need from you
An accountable sponsor, access to product and market information, and time with the people who will own the decision.
Unlock · 02
Market & Partner Entry
How do we make the opportunity work?
We design the partner model, bring you into the right conversations with customers, partners and public bodies, and support the negotiation towards agreement.
Conversations become concrete opportunities.
You receive
- A partner model both organisations can operate
- Introductions and accompanied first meetings with the people who decide
- Senior negotiation support towards agreement
- A clear record of agreed points and open conditions
Best for
- You have chosen a market and need the right conversations there.
- A strategic partner is interested, and the business model still needs to be shaped.
- A negotiation or partner model needs senior commercial leadership.
How it works
- 01Identify who influences and who decides, at customers, partners and public bodies.
- 02Shape the partner model: role, commercial rationale, terms and responsibilities.
- 03Open the doors and prepare each first meeting, with a clear message for each counterpart.
- 04Lead or support the negotiation within the agreed mandate, and align your teams behind the agreement.
A possible first assignment
Open one priority conversation or prepare the next negotiation. If the partner model is already in place, we can start at the negotiating table.
What we need from you
A commercial sponsor, access to the relevant information, and the legal, technical and operations owners involved.
Grow · 03
Growth Mandate
How do we turn first wins into lasting business?
Senior commercial leadership over time: we open new doors, keep critical customer programmes moving and position you in the partnerships and programmes that shape your markets, steered with your leadership.
A growing pipeline and an ecosystem around your technology.
You receive
- A growing pipeline, built through direct customer and partner relationships
- Coordination and escalation support when a programme is at risk
- A defined role in relevant programmes and consortia where they fit
- Regular steering, with decisions and progress kept visible
Best for
- First design-ins are won, and the pipeline needs to grow beyond them.
- A customer programme is time-critical and needs coordination across teams, regions and the supply chain.
- You want an active role in a funding programme or consortium.
How it works
- 01Open and develop opportunities with new customers and partners.
- 02Keep critical customer programmes moving across teams, regions and the supply chain.
- 03Position you in the partnerships and programmes that shape your markets.
- 04Steer priorities with your leadership at an agreed rhythm.
A possible first assignment
Often an Opportunity Sprint or one critical customer milestone. The mandate then grows with you.
What we need from you
An accountable sponsor, a regular steering slot with your leadership, and named owners for each workstream.
Add-on · on its own or within any service
Programme Fit & Consortium Readiness
Prepare a semiconductor project for a relevant programme and a realistic consortium role, through direct conversations with programme stakeholders and potential partners.
For companies considering Horizon Europe, Digital Europe, defence programmes, Chips Act instruments or comparable programmes in other regions.
You receive
- Direct conversations with potential consortium partners and programme stakeholders
- A realistic consortium role, and the capabilities needed from partners
- The programmes worth preparing for, with open eligibility questions
- A recommendation on the next preparation step
We prepare the strategic groundwork and work alongside the specialists who write the proposal and coordinate the consortium. Requirements are checked against the specific call.