Sample engagements.
Three examples of the decisions we help teams make and the work that can support them.
These are illustrative scenarios, not accounts of specific client assignments. Scope, timing, and deliverables depend on the decision and the evidence available.
Choosing a first market
A technology company has a platform that could serve several industries. Prospects like the demonstrations, but the team has not settled on a first buyer, use case, or offer.
Define the decision
Agree on the markets under consideration, constraints, timing, and evidence needed.
Decision brief and evaluation criteria.
Test the options
Review customer evidence, speak with selected buyers and partners, and assess adoption requirements.
Comparison of the strongest opportunities and remaining assumptions.
Set the course
Recommend a first buyer, use case, offer, and limited market test.
Decision memo and plan with owners and milestones.
What happens next: BergTec can hand the plan to the team or support the first test.
Explore commercialization ↗Expanding the market for an existing product
A company has a product with paying customers and evidence that it works. Growth in its current segment is slowing, and the team is considering new industries, geographies, or channels.
Understand what works today
Review customers, buying reasons, sales cycles, margins, and implementation effort.
A view of which parts of the current model are repeatable.
Assess adjacent markets
Compare buyer needs, competitors, access routes, product changes, and delivery requirements.
Ranked expansion options and the assumptions behind each.
Test one route
Define a target segment, offer, channel or partner approach, and a limited market test.
Test plan with measures, owners, and decision points.
What happens next: The next investment follows evidence from the test, rather than a broad expansion plan.
Explore commercialization ↗Fractional executive leadership
A company needs senior product or corporate development leadership for a defined mandate, but the work does not yet call for a full-time hire. Important decisions need an owner who can move the work forward.
Define the mandate
Agree on decisions, authority, priorities, team relationships, and time commitment.
Written mandate with measures and boundaries.
Lead the work
Set priorities, run the decision process, coordinate stakeholders, and support execution.
Decisions, assigned work, and progress reviewed against milestones.
Build continuity
Establish routines, document key decisions, and prepare an internal leader or future hire to take over.
Handoff plan, operating cadence, and record of open decisions.
What happens next: The scope and level of involvement are agreed before the assignment begins.
Explore fractional leadership ↗Start with the decision in front of you.
Tell us what you are working through. We can define a suitable starting point together.
