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Engagement Briefs

Real client situations where growth was stalling, and what actually changed

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Most aerospace, defence, and space companies that struggle to grow don't have a sales problem. They have a readiness problem. Something internal - a misaligned assumption, a structural decision, a sequencing mistake is blocking progress.

The briefs below show what that looks like in practice. Client names withheld for confidentiality. More detailed briefs available on request.

Engagement Brief 01

We need to be in UK space. Where do we even start?

A large materials supplier with significant presence in aerospace knew UK's space sector was strategically important but had no sector understanding, no positioning, and no path forward. The question wasn't how to sell better, it was whether they understood the market at all.

What changed: Built space-specific strategy from the ground up. This meant identifying where existing products solved space problems, repositioning around space applications, and validating the approach through initial market execution.

Outcome: £500k+ pipeline within six months where none existed. Multiple NDA-backed qualification trials. A defensible UK space strategy the business could actually execute.

Engagement Brief 02

Why are we losing ground on a program we should win?

A large materials supplier risked losing position on a multinational defence program despite being incumbent elsewhere. The issue wasn't capability, it was fragmentation. Regional teams held pieces of intelligence but weren't coordinating, making the supplier look less coherent than it actually was.

What changed: Brought teams together to share intelligence and align positioning around a single UK-first narrative. Led the bid coordination and proposal development to ensure strategic coherence.

Outcome: Down-selected as key supplier. Multi-£million annual revenue preserved. Avoided a quiet but serious strategic loss.

Engagement Brief 03

How do we enter Europe without wasting time and capital?

A US aerospace manufacturer was committed to UK/EU expansion but lacked confidence in where to focus. They had plausible leads but no grounded evidence on which programs mattered, where their products fit, or how European supply chains actually worked.

What changed: Mapped the market to identify where their capability solved recognised gaps. Validated interest directly with buyers and supply chain actors. Recommended distributor-led entry to test demand before committing resources upstream.

Outcome: $5M+ annual revenue potential identified and prioritised. $500k+ near-term pipeline. A defensible entry roadmap that prevented premature overcommitment.

Engagement Brief 04

Should we even scale this, or pivot first?

A European UAV company had strong technology but growing uncertainty about their role in the value chain. Scaling as an OEM before answering that question would have been expensive and potentially wrong. Internal confidence wasn't enough. They needed external validation.

What changed: Stress-tested assumptions directly with OEMs and major players on integration feasibility, certification constraints, and partnership structures. This included assessing a potential pivot from UAV OEM to propulsion supplier.

Outcome: Multi-€million partnership discussions opened. Market feedback reshaped the roadmap and prevented scaling the wrong business model.

These aren't isolated wins. They're examples of a pattern: growth fails when the constraint isn't identified and addressed directly.

Request a Growth Constraint Briefing

This is for leadership teams assessing why growth is stalling or becoming riskier as scale increases. Not a sales call - a focused discussion to determine whether a structural constraint exists and whether intervention is warranted.

 

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