Two decades working with SBIR-funded teams. One focus: turning assumptions into evidence.
We work with technically-led ventures and the programs that fund and support them. We give teams the structure and coaching to do their own customer discovery — de-risking innovation and defining market opportunity.
Institutions hire us to run cohorts, coach facilitators, and embed structured customer discovery into their programs. The teams do the work. We give them the framework, the tools, and the coaching to do it well.
A structured, evidence-based process — from raw idea to confident opportunity definition.
Teams learn to translate their technology into the language of the people who matter — jobs-to-be-done, not features. No pitching. No solution-first thinking. We coach them through it.
Teams conduct their own interviews with practitioners. We equip them with the structure, questions, and discipline to have conversations that generate real signal — not confirmation of what they already believe.
Teams surface patterns across their interviews and define the opportunity in evidence-based terms. We facilitate the synthesis — they own the conclusion.
Whether you're a research team with a new technology, a startup finding product-market fit, or an enterprise team validating a new direction — we have a path for you.
We run innovation cohorts end-to-end — framing, field work, synthesis — for accelerators and programs whose teams need to validate their opportunities before they build.
We work with accelerators and universities to embed structured customer discovery into their own programs — training staff, building curriculum, and leaving you with the capability to run it yourselves.
Purpose-built tools that accelerate the process — from opportunity framing through interview logging to hypothesis tracking. Structure that turns conversations into evidence.
The moment a team describes their solution, the interview is over. Good discovery means asking about the other person's world — their workflows, their workarounds, their frustrations. We train teams to hold this discipline even when it's uncomfortable.
One compelling story is not a market. We push teams to find the same signal across enough conversations that it stops feeling like coincidence — and help them resist the temptation to build on the first exciting thing they hear.
A hypothesis that survives every interview wasn't tested hard enough. We help teams construct real assumptions, run them through real conversations, and update their thinking — not defend what they already believe.