Katrin Koit

Your revenue is falling.
But the potential isn't.

I build the bridge between your vision and the client’s wallet in 8 weeks.

See the cases
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Katrin Koit Commercialization Partner

Selected cases

Global Industrial Equipment Manufacturer (NDA)
€11B annual revenue
Project Diagnosis and redesign of a digital maintenance service
Role Core member, 4-person discovery team
Key actions Analyzed newly introduced service platform with low adoption
Assessed commercially unused dataset (~400 data points per usage event)
Conducted key account interviews in the UK to uncover needs and decision drivers
Co-developed new service concept
Key finding Customers did not understand maintenance offerings and defaulted to the lowest-price option.
Result Service model shifted from reactive to preventive maintenance
Implemented and adopted across markets covering ~85% of the maintenance base
Maintenance base growth of +200k units (1.1M to 1.3M) and sales growth of up to +7.1%
Baltic Textile Factory (NDA)
€400k annual revenue
Project Finnish market entry
Role Go-to-Market Lead
Key actions Evaluated market, competitors, and current value proposition
Initiated and built a joint offer with another company in the same group
Led development of sales narrative and materials
Set up repeatable ICP-driven sales system (process, tools, prospecting lists from public data)
Ran weekly sales meetings and coached owners
Key finding The original offer lacked differentiation and would compete primarily on price.
Result Increased buyer interest through a differentiated offer
Shifted deals from one-off pricing to volume-based contracts
Grew client accounts from €400k to €1.8M in 4 months
Wastelocker
Wasteflow management startup · €42k annual revenue
Project Finnish market entry
Role Go-to-Market Lead
Key actions Defined ICP and tested segments
Localized sales materials
Ran lead generation and product demos
Key finding Customers preferred paying for data access over renting analytics devices.
A data-driven model supported higher pricing.
The initial target segment had low urgency and low value.
Result Secured 3 enterprise-level pilot customers (€400M–€1.4B+ revenue range)
The findings have been implemented in Wastelocker's business model
Brek
Agricultural disinfection product · €805k annual revenue
Project Finnish market entry
Role Go-to-Market Lead
Key actions Led and executed Finnish market assessment independently
Identified and engaged go-to-market partners
Ran demos end-to-end
Key finding Specific conditions make Finland a low-priority market.
Result Secured reseller with €120k–€340k annual potential
Advanced to contract stage
Identified priority markets with stronger demand drivers
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Process

The root cause is usually the same: you have a vision, strategy and mission statement. But customers simply don't buy it. You think your industry is too specific for an outsider to understand. Spoiler: it's not.

If there were a sure fix, you would not be here reading this. The fix can be a new way to frame the offer, a change in your operations, or an entirely new product or service. I have seen all of them. I don't know yet which one it is for you. But I have a proven process for finding out.

Pricing

A two-part investment: a fixed sprint fee for the work, and a success fee for the result.
€15,000
The 8-Week Sprint. I find out why they aren’t buying and build the bridge to the client’s wallet. I work with only one client at a time to ensure 100% focus and nearly zero drain on your internal team’s resources.
€20,000
Success fee, only if agreed results are validated.
Validation means real customer demand, pilot buyers, or signed clients.
The finding must show a realistic path to €100k+ annual impact.

No juniors. No agency overhead. I work independently, using tools and methods built for speed. If integration with your team is needed, we define it upfront.

Why me?

I grew up in Soviet Estonia. In that world, nothing was handed out ready. If you wanted something, you figured out how to build it, from the clothes you wore to the food you ate.

That creates a certain mindset: creative, economical, and used to working with limited resources. It's never about how much you have, but how you use it.

I took the operator mindset into a design degree in Helsinki and spent years in international R&D across the EU, India, and China.

But everywhere I went, I felt design was pushed into a decorative layer.

That pulled me into the parts of the business where ideas meet reality, fixing what blocks revenue, and deciding what is worth focusing on.

Across companies and countries, I keep seeing the same patterns:

Amazing missions that are never fully commercialized
Accepting stuck revenue, despite sitting on an unbelievable set of resources
Products, services, or IP built without considering how they will sell
Thinking in processes and actions instead of value

The good thing is, all of that can be changed. It's rarely easy and not always pleasant. But it is good fun.

Book a call