The board wants to see what marketing is doing. Marketing can't show them.
At commercial stage, the failure is rarely bad campaigns. It is campaigns with no visible connection to the pipeline — and a board that has run out of patience waiting for the answer.
Marketing is running.
The pipeline isn't moving. Nobody can explain the
gap.
The most common failure mode at commercial stage is not bad creative or weak campaigns. It is marketing and pipeline operating in parallel with no visible connection between them. Campaigns run. Content gets published. Events happen. And when the CFO asks what marketing contributed to the last quarter, the answer is a deck of impressions, sessions, and open rates — none of which tell the board what they actually want to know.
This problem has a structural cause. Most commercial-stage deep tech companies build a marketing function for execution before they build it for attribution. The team knows how to produce — they do not have the infrastructure to prove what that production is worth. And because the attribution model was never built, it cannot be retrofitted without rebuilding significant parts of the CRM and campaign architecture underneath it.
There is a second problem that compounds the first: hyperscaler co-marketing. Most commercial-stage deep tech companies operating in Cloud AI, Physical AI, or Edge AI have access to partner programmes with AWS, Google, and Microsoft that remain almost entirely unused — because nobody internally knows how to activate them at scale, and the partner teams on the hyperscaler side are too busy to hold your hand through it. We have built those programmes from the inside. We know exactly what activation requires and what it can deliver.
You’re in the
right place if:
Marketing exists at your company but cannot demonstrate its pipeline contribution. The team is executing — campaigns, content, events — but the connection between that activity and commercial outcomes is not visible to leadership.
You are at Series A, B, or C and the board is asking what marketing is doing for revenue. The question has come up once. It will come up again.
You have access to hyperscaler partner programmes — AWS, Google, Microsoft — that are not being activated. The opportunity is there. The activation capability isn't.
You have paid millions for a Formula 1 or MotoGP technical partnership, but are struggling to activate the sponsorship.You are in a market where technically credible content is the primary trust signal, and your current content is not earning that trust with engineers and investors simultaneously.
Your in-house marketing function is execution-only or non existant. There is no GTM strategy, no attribution infrastructure, and no senior commercial thinking behind the programme.
You’re in the
wrong place if:
Your primary need is brand awareness rather than measurable pipeline contribution. Build Pipeline is designed for commercial accountability — if that is not the immediate priority, it is not the right engagement.
You want a large managed service team handling repetitive campaign execution at volume. We are two senior people. We design and direct — we do not manage day-to-day execution of commodity campaigns.
You are pre-revenue and have no commercial stage to build pipeline from. Build Credibility is probably the more relevant starting point.
What Build Pipeline looks like in practice
Every engagement is designed to connect marketing activity to the commercial pipeline from day one — and to give leadership a clear, commercial view of what marketing is doing and why it is worth the spend.
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The strategic foundation. ICP definition, competitive positioning, messaging architecture, and go-to-market sequencing. Built for deep tech commercial cycles — not borrowed from SaaS playbooks that do not account for technically demanding buyers, long evaluation timelines, or OEM partnership dynamics.
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AWS, Google Cloud, and Microsoft Azure all run partner programmes that can accelerate a deep tech company's go-to-market significantly — if you know how to activate them. Most companies don't. We have built these programmes from the inside at Arm scale. We know the mechanics, the partner team priorities, and the activation paths that deliver commercial outcomes rather than co-branded PDFs.
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We build the attribution model before we build the campaign — not as an afterthought. This means designing the CRM tagging, pipeline tracking, and reporting framework that connects every campaign activity to a pipeline outcome. The result is a board-ready commercial answer, not an impressions report.
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For deep tech companies where engineers and developers are part of the buying journey, community is a pipeline asset — not just an audience. We build the strategy that turns technical community engagement into a qualified commercial pipeline, based on direct experience growing and monetising one of the world's largest developer ecosystems.
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Technically credible content that earns trust with engineers and investors simultaneously. Not AI-generated summaries of existing ideas. Content built on genuine domain knowledge — written at the level your audience expects, distributed to the audiences that matter commercially.
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A fixed-price, deliverable-based engagement for commercial-stage companies that need to move fast. GTM foundation, attribution infrastructure, first campaign programme, and a clear commercial measurement framework — in 90 days. Designed as a low-risk entry point before a longer retained engagement.
Where to start
90-Day GTM Sprint — Fixed-price, deliverable-based engagement for commercial-stage companies that need to build the GTM foundation, attribution model, and first campaign programme simultaneously. Output: ICP and positioning document, attribution framework, first 90-day campaign plan, and board-ready pipeline reporting structure.
Designed for companies approaching a Series B or C that need to show the board a credible commercial marketing programme — fast.
Attribution Infrastructure Build For companies that have campaigns running but no attribution model connecting them to pipeline. We design the CRM architecture, pipeline tracking, and reporting framework — and integrate it with existing tooling. The output is a board-ready marketing ROI view from the next reporting cycle onwards.
Partner Co-Marketing Activation - Most technology companies sit on partner relationships they're not using commercially — an AWS, Google, or Microsoft co-sell agreement, a reseller network that's gone quiet, an F1 motorsport sponsorship that never went beyond a logo.
We map what you have and activate it. Built on direct experience across hyperscaler partner programmes, ecosystem alliances, and motorsport partnerships like the Aston Martin Aramco F1 Team.
Retained GTM Partnership Ongoing GTM strategy, campaign execution, attribution management, and board-level reporting. The model for companies past the sprint stage that want sustained commercial momentum and a senior partner who understands both the technology and the commercial mechanics.
If the board is asking questions that marketing can't answer — the conversation is worth having.
We work with a small number of commercial-stage deep tech companies at any one time. If attribution is broken, pipeline is invisible, or hyperscaler co-marketing is sitting unused — get in touch.
This is not a pitch. It is a direct conversation about where your commercial marketing programme stands and what it would take to make it board-ready. We'll be honest about whether we can help and what we think the right starting point is.
FAQ
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It means building the attribution model before building the campaign, rather than trying to attribute results after the fact. In practice: we design the CRM tagging structure, pipeline stage definitions, and campaign tracking architecture before the first campaign goes live — so that every activity is trackable to a pipeline outcome from day one. The result is that when the CFO asks what marketing contributed to pipeline last quarter, the answer is a number, not a narrative.
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The attribution infrastructure can be in place within the first 30 days of an engagement. The pipeline contribution it surfaces will depend on the length of your sales cycle — in deep tech, where evaluation cycles can run 6–18 months, the attribution model will show influence on active pipeline opportunities faster than it shows closed revenue contribution. The important shift is that leadership can see the connection between campaign activity and pipeline stage movement from the first reporting cycle — even if the revenue closes months later.
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Build Pipeline is about generating pipeline and making its connection to marketing visible. Build Infrastructure is about rebuilding the underlying data architecture, CRM design, and measurement framework that marketing operates on. In practice: a company might engage Build Pipeline to run the GTM programme and Build Infrastructure simultaneously to fix the measurement system underneath it. The two are complementary. A company with a broken CRM and no attribution model will struggle to run an effective Build Pipeline engagement — which is why we often recommend the Infrastructure Audit as a first step if the data architecture is the underlying problem.
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What is partner co-marketing and how does activation actually work?
Partner co-marketing is a joint go-to-market programme between your company and a strategic partner — whether that's a major cloud provider like AWS, Google Cloud, or Microsoft Azure, a technology ecosystem alliance, or a non-traditional partnership like a motorsport sponsorship.
Hyperscaler activation means co-branded campaigns, joint technical content, marketplace programme participation, and developer activation through the cloud provider's ecosystem. It requires knowing how each partner programme is structured, what the partner team priorities are at any given time, and how to build a joint campaign both sides will commit to. Most companies with partner agreements in place have never activated them because that knowledge doesn't exist internally. We've built these programmes at Arm scale.
Motorsport and sponsorship activation is a different problem. Most companies signing an F1, MotoGP, or broader motorsport partnership secure the logo placement and stop there. The sponsorship dollars are spent; the commercial return isn't built. We work with companies to design the activation layer — the content programme, the hospitality strategy, the B2B audience targeting, and the campaign infrastructure that turns a sponsorship into a pipeline asset. We've done this with the Aston Martin Aramco F1 Team.
If you have a partner relationship — hyperscaler, ecosystem, or sponsorship — and it isn't working commercially, that's the problem we solve.
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Not necessarily. We have worked with companies where the marketing function is a single hire or a founding team member carrying all of the commercial marketing weight. We design the GTM programme and attribution infrastructure — the internal team executes the deliverables we specify, or we help identify what resource is needed to run it. A more senior internal team allows us to move faster and go deeper. The minimum requirement is a clear decision-maker and access to the commercial data we need to build the attribution model.
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The 90-Day Sprint produces five things: an ICP definition and competitive positioning document; a messaging architecture tested against technically demanding buyers; an attribution framework and CRM tagging structure designed for your commercial cycle; a 90-day campaign plan with channel strategy and content programme; and a board-ready pipeline reporting template. The sprint is fixed price and scoped tightly — the goal is to give you something deployable in 90 days, not a strategy document that requires another six months to implement. Many companies move directly to a retained engagement after the sprint; some deploy it internally. Both outcomes are valid.
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Co-marketing at Latent means activating the full commercial ecosystem around a technology — not just the hyperscalers. At Arm, this included joint programmes with AWS, Google Cloud, and Microsoft Azure at platform scale, but also technical partnerships with OEM and silicon ecosystem partners, and brand-led activations with the Aston Martin Aramco Formula One Team. The principle is the same across all of them: find the audiences your buyers already trust, and build programmes that put your technology in front of them in a context that earns credibility rather than interrupting attention. Most companies with partner agreements — whether that's a hyperscaler co-sell, an OEM alliance, or a motorsport sponsorship — never fully activate them because the activation knowledge doesn't exist internally. We've built these programmes from the inside. We know how to structure, negotiate, and activate them in a way most marketing teams never get close to.
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Marketing attribution for a B2B deep tech company means connecting specific campaign activities — content, events, co-marketing programmes, developer community engagement — to pipeline outcomes such as qualified leads, design-win conversations, or confirmed sales opportunities. Because deep tech sales cycles are long and involve multiple technical and commercial decision-makers, attribution requires custom CRM architecture, pipeline stage tracking, and measurement frameworks that account for the full buying journey — not standard last-click or first-touch models designed for shorter sales cycles.