We work with ISAM, space and deep-tech founders on the decisions that turn a working technology into a business: who buys it, what to build next, how to sell it and how to get ready to raise.
They show up most sharply in space, and in any company where the technology is hard, the buyers are complex and the timelines are long.
The technology works. The open question is who needs it badly enough to pay, and when.
Turning a core capability into a product, and deciding what the team and cost structure need to look like.
Enterprise and government customers buy through committees. Someone has to map who decides, who blocks and who champions.
A raise, partnership or acquisition is coming, and the story has to hold up under scrutiny.
Co-founder, Advisory
Commercialization, product, go-to-market and fundraising
Sonia on LinkedInSonia has spent more than 20 years in enterprise software and financial-market infrastructure, including a decade at NYSE. She was the first product hire at Fluxx and rose to VP of Product and Engineering as recurring revenue grew roughly tenfold, then led product at Groove through its acquisition by Clari. Along the way she helped win multimillion-dollar enterprise deals, developed new product lines and vertical strategies, and supported Series A and B fundraising and acquisition diligence.
She has built and led technical teams across the US, India, Kenya, Canada and Europe, and holds degrees in computer science and software engineering. Today she leads the firm's advisory work, with a focus on space and in-space servicing, assembly and manufacturing (ISAM), and builds the firm's own products.
Her strength is translation: between engineers, customers, executives and investors. She works from first principles to find the underlying problem and how the parts of a business fit together.
She brings software, product and commercial experience to space companies, not aerospace engineering. You know the physics. She helps with who buys it and how.
Investing questions go to Cammie Clay, who leads our investing. How we invest
Engagements are shaped around the company’s priorities and evolve as decisions are made and new constraints emerge.
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