Markets I already know the buyers in
"Hardware and deep tech" is the umbrella, not a vertical, deep tech is a stage-and-risk descriptor that cuts across all four of these. What they share: long cycles, technical buyers, and engineering that's ahead of the go-to-market.
The four verticals
| Vertical | The GTM problem | Page |
|---|---|---|
| Robotics & Automation | Pilots that never convert, a buyer split between operations and finance, a 9–18 month cycle, and a product that demos better than it explains. | Robotics |
| Aerospace & Defense | Long cycles, cleared conversations, and marketing that has to survive legal review and export control. Public LLMs are often off-limits for the data that matters. | Aerospace & Defense |
| Automotive & Mobility | A supplier sale into programs with model-year clocks: long qualification, few buyers, and a purchasing organization between you and the engineer who wanted you. Dedicated page publishing next month; the work happens inside every track today. | — |
| Advanced Manufacturing & Industrial | A capex sale disguised as a software pitch. The ROI model is the campaign, the CFO buys payback period, not throughput. Dedicated page publishing next month. | — |
The same spine under every vertical
Whatever the industry, the engagement structure doesn't change: six months, five phases, three tracks, starting with the Teardown. What changes per vertical is the buyer map, the event circuit, the objection patterns, and the language your engineers will actually let you ship.
Bring me your hardest go-to-market problem
Thirty minutes. I'll come with three observations about your market already prepared. No deck.