Advanced Packaging · Fractional CMO
$12M to $50M in three years. Commercial revenue from 20% to 60%.
The technology worked. Almost nobody outside the company knew it existed. Marketing was one head of technical marketing, and nearly all the revenue came from government programs.
In three years, revenue grew 4x, from $12M to $50M. The mix went from roughly 20% commercial to 60% Tier-1 commercial.
Key Outcomes
- Revenue grew 4x, from $12M to $50M in three years
- Revenue mix went from roughly 20% commercial to 60% Tier-1 commercial
- Four Tier-1 design-win meetings opened in the first 90 days
Challenge
The technology worked. The market did not know it existed.
Marketing was one technical marketer with no commercial strategy behind them. The website was years out of date. Nothing carried a first inquiry through to a signed order, so every deal ran through the founder. And the CEO's name was better known than the company's.
Solution
Repositioned the company, then built the sales engine under it.
Repositioned from a prototype shop to the first U.S. foundry built only for production. Named the customers worth chasing: commercial OEMs in photonics, medtech, HPC/AI, and industrial sensing running 100 to 10,000 wafers a year. Deployed AI account mapping across 200+ Tier-1 targets, then built the path from first inquiry to signed order. Built quote-velocity tracking and a monthly GTM report to the CEO. Relaunched the website. Ran a conference program across ECTC, IMAPS, SMTA, 3DIC EPIT, and IEDM to open Tier-1 doors.
Result
4x revenue, and a business no longer defined by government funding.
Revenue reached $50M with Jeff as the only senior commercial leader. The bigger change was the mix, from 80/20 government to 40/60 Tier-1 commercial. Government work grew too, from roughly $10M to $20M. It just stopped being the whole business, which is the difference between revenue that renews and revenue that waits on the next budget cycle.
"Good technology doesn't sell itself. This company had the technology. What it lacked was a commercial engine, and someone who'd built one before."
Revenue growth
*Dotted line is a modeled estimate based on industry benchmarks for unassisted, government-relationship-driven growth, not an actual measurement.
Share of revenue by customer type
Government Commercial
*Year 2 split is estimated from the annual revenue totals. Year 1 and Year 3 are actual.
Also improved
Where the commercial engine was leaking
Three of the six parts were failing at once. The story no longer matched what the company had become. There was no repeatable way to sell. And nothing carried an inquiry through to an order. Fixing the story alone would not have moved revenue. That is why this started with a diagnosis, not a website.