Two people.
Everything we know from 14 years inside the tech industry. No intermediaries.
Latent was founded by two senior marketers who built the marketing programmes, data infrastructure, and investor narratives behind some of the most technically complex products in modern computing — at Arm, across Silicon, Cloud AI, Physical AI, and Edge AI, from IP licensing to a $55bn IPO. Now we do the same for the companies building the future.
Where the proof points come from
Every number on this website comes from a real programme we built and ran. Not a case study we read. Not a methodology we developed from the outside. We were inside the organisation, building the campaigns, the infrastructure, and the narratives — through one of the most consequential commercial journeys in the history of modern computing.
When we joined Arm, it was a Cambridge IP business with a clear but underexplained technology story. The organisation prided itself upon being 'The biggest secret in tech'. Over the following seven years, we contributed to its transformation from the unknown architecture into the compute platform for AI, that has shipped 350 billion chips, underpins the compute infrastructure of every major hyperscaler, powers autonomous systems and AI platforms reshaping technology, and completed a $55bn public listing on Nasdaq in 2023. Not as observers. As the people running the marketing programmes that made each stage of that journey commercially visible.
We ran both sides of the operation. The campaign and narrative work: the hyperscaler co-marketing programmes with AWS, Google, and Microsoft; the Physical AI campaigns that helped grow Arm's automotive market share by 33%; the OEM partner activations; the F1 partnership that generated 2.4 million organic video views with no paid budget; and the investor narrative work that underpinned a 16% share price increase on product launch day. And the infrastructure side: the CRM architecture, the attribution models, the data frameworks that made it possible to connect $10M+ in pipeline to specific marketing activities repeatedly — and the measurement rebuild that delivered an 89% CPC reduction and over £400k in annual cost savings.
The reason those numbers are transferable is not because Arm's marketing problems were unique. They were the same problems every deep tech company faces: how do you make a technically complex proposition commercially legible, how do you connect campaign activity to pipeline, and how do you measure it in a way leadership will believe. We solved those problems at a scale most advisors will never encounter. That is the advantage we bring to the companies we work with now.
Our GTM Lead
GTM, narrative, and ecosystem marketing
Dale spent seven years inside Arm leading marketing across Silicon, Cloud AI, Physical AI, and Edge AI — the full commercial breadth of one of the most technically complex product portfolios in modern computing.
His work spans the areas where the commercial story and the technical product have to meet precisely: investor narrative development, market positioning for technically demanding audiences, hyperscaler co-marketing at scale, OEM and partner ecosystem activation, and the campaign programmes that move technically sophisticated buyers from awareness to design-win decision.
At Arm, he built and ran the co-marketing programmes behind AWS, Google, and Microsoft at scale — the programmes that contributed to Arm's data centre CPU share moving from 15% toward 50% of hyperscaler compute. He led the Physical AI campaign work that grew Arm's automotive market share by 33%. He activated the Aston Martin Aramco Formula One partnership in a way that generated 2.4 million organic video views with no paid media — not as a brand exercise, but as a targeted ecosystem play aimed at the engineering, investor, and OEM audiences that mattered commercially. He was part of the team that built the narrative and market positioning around a $55bn IPO.
The common thread across all of it is translation: taking technically precise, commercially significant propositions and making them legible to the audiences — investors, hyperscalers, OEM partners, enterprise buyers — who need to understand and act on them. That is the work he brings to every Latent engagement..
Dale Kaszycki - Co-Founder and Director
OUR INFRASTRUCTURE LEAD
Marketing infrastructure, data architecture, and measurement
Our infrastructure practice is led by a senior marketer who spent seven years inside Arm building the systems and teams that made Arm's commercial growth measurable, attributable, and defensible to leadership — across a product portfolio spanning silicon IP, cloud AI infrastructure, physical AI platforms, and a developer ecosystem of 22 million people.
The work sits at the intersection of marketing, data, and operations: media planning, brand strategy, MarTech architecture, and the measurement frameworks that give leadership a clear view of marketing's commercial impact. The discipline is technical. The output is commercial accountability.
At Arm, this meant building and leading the teams who in-housed global advertising, ran automation programmes, and managed email marketing, web data, and marketing insights. It meant leading Arm's marketing data transformation — connecting $10M+ in pipeline to specific marketing activities, delivering an 89% CPC reduction, and saving over £400k per year by bringing agency work in-house. It meant designing measurement infrastructure built for the specific reality of deep tech buying cycles — not borrowed from SaaS or e-commerce frameworks that don't account for long engineering evaluations, multi-stakeholder decisions, and complex partner relationships.
Every Build Infrastructure engagement at Latent is led directly by this practice. Every Build Pipeline engagement carries the same data architecture and measurement layer. There is no team working from a methodology — this is the person who built it.
WHY WE STARTED LATENT
We kept meeting deep tech companies that were technically exceptional and commercially frustrated. Not because the technology was wrong. Because the marketing around it was. And not because the people doing the marketing were bad at their jobs — because they were working with advisors who did not understand what they were marketing.
We saw it repeatedly. Explaining the same product and market to the same vendor for the 9th time. A pre-commercial company approaching a Series B with a narrative that had been written by a PR agency that had never spoken to the engineering team. A commercial-stage company whose campaigns were running well but whose CFO couldn't see a single pound of pipeline contribution from the marketing budget. A scaling company carrying four years of CRM technical debt that a MarTech agency had made worse by configuring a new platform on top of a broken data model.
In each case, the problem was the same. The advisors didn't understand the technology. They couldn't hold the conversation that would let them understand the commercial cycle, the buyer dynamics, the OEM and hyperscaler relationships that shape how deep tech companies actually sell. And because they couldn't hold that conversation, they couldn't build the marketing that worked.
We started Latent because we believed we could do better — not as a general claim, but as a specific one. We have 14 combined years inside the most commercially significant deep tech company of the last two decades. We know what works and how to work in this industry. We have the proof points to show it and the methodology that produced them. We love tech. The companies building what comes next deserve advisors who understand what they're building.
We named the firm Latent deliberately. Latent means present but not yet visible — the idea, the proof, the commercial case already exists, sitting below the waterline. Our job is to bring it to the surface.
How we work
What to expect
-
Every engagement is the two of us directly. There is no account management layer, no junior team working from a brief, and no handoff between the people you meet in the first conversation and the people who do the work. What you get is two senior people who have been inside deep tech marketing at significant scale, working directly on your specific problem.
-
We work with a deliberately small client base. This is not a constraint — it is a choice. The quality of the work we do depends on the depth of the engagement. We cannot go deep on twenty clients simultaneously.
-
The first conversation is not a pitch. We will tell you honestly whether we think we are the right fit for your specific problem and what we think you should do — whether or not that involves working with us. If the problem is one of the three we solve well, we will say so and explain why. If it isn't, we will say that too.
-
Most engagements begin as scoped projects aligned to a specific milestone — a sprint, an audit, a programme. Retainers follow when the relationship has proven its value and sustained momentum is what the engagement requires. We do not push for retainers before a project has demonstrated that we are the right partner.
-
Silicon and Semiconductor, Cloud AI, Physical AI, Edge AI, and Quantum Compute. The three problem segments — Build Credibility, Build Pipeline, Build Infrastructure — apply across all five. The domain shapes the specifics of the engagement. The problem is always the same.
If you want to talk to the people behind the work, get in touch.
If you've read this far and the proposition makes sense for where you are, the next step is a direct conversation. It takes 30 minutes and it doesn't cost a penny.