I turn hidden value into revenue in 5–12 weeks

Signs you have hidden value

No ongoing customer experiments

Projects ask for more than they return

Your mission is not visible in what you sell

You have unmonetized data, IP, or other assets

Declining or flat revenue

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Katrin Koit Commercialization Partner

Selected projects

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

Each project uses a mix of these elements. The order depends on the situation, but the goal is always the same: get in front of a real buyer as fast as possible.

I usually work on the first mile, where an idea meets the market. Once the revenue model is validated, I hand it over to your team. We can agree on other arrangements.

Market and context analysis

Offer framing or reframing

Identifying the right buyer and use case

Customer conversations and testing

Demo or prototype, if needed

Closing first pilots or deals

Pricing

€15,000

To start

€20,000

Success fee — Success fee only if agreed results are validated, with €100k+ annual impact as baseline

Validation means real customer demand, pilot buyers or signed clients.

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.

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