Strategic Technology Alliances
Helping start-ups attract important name-brand customers, develop large scale revenue, and align merger interest.
Originally an Engineer for Xerox, I transitioned to sales, marketing, and then to strategic business development in the computer industry in Silicon Valley. With a unique combination of both technical and business orientations; plus as a creative strategic thinker, corporate political tactician, and seasoned negotiator, I became uniquely suited to developing and articulating compelling rationale on both a technical and business basis leading to synergistic large-scale strategic alliances.
During the past 20 years I developed a process to attract critical strategic relationships with specifically targeted large technology firms; originally for high profile strategic sales, later to improve the start-up’s valuations, and align an M&A interest. The process persuades multiple layers of a potential partner to seek a 7 digit technology agreement in the short term, and to strategically align M&A interest in the longer term. Examples in which I participated : EMC – Legato – Seagate – Hewlett Packard
Technical Domains: Data Protection, Data Security, Networking, SaaS, Storage, and Analytics.
Three Step Process:
Step 1. The first step in my approach is to research two or three prospects, and to develop a new-concept business model idea. This is designed to generate executive and investor interest with BOTH the target partner, and the client start-up. Examples: first usable SaaS or Cloud models in 1995, first use of the “pay per use” concept for software, first of pay by minute for software support, and the first antivirus business model in 1992. The main value of this research was to attract interest of the targeted partner’s hard to reach board members and executives. Secondarily to do the same with the client’s VC board members. There is much more to this…
Step 2. This step takes the longest, perhaps 6-9 months. It is to create relationships with a specific groups of the prospective partner’s engineering staff to discuss and propose some technology synergy purely on a technology driven basis. The process to create these relationships is tech driven, plus old fashioned methods. I pioneered the use of Business Social Media 20 years ago, while others used new media for consumer oriented purposes. Ultimately, a main goal was enlisting a subset of these engineers and other groups not mentioned, as internal champions.
Step 3. This involves online media tactics aimed at industry analysts, and new investors. To industry news watchers, hinting the valuation impact of a potential new technical partnership. I would highly leverage their queries and their own subsequent publicity, to motivate Board and C-level stakeholders to seek out high-level business meetings with my client’s executives and investors.
Available as a board member for VC funded technology start-ups, usually in their third year, to align M&A interest with one to three large publicly traded technology firms, to be strategically chosen by the board.