Young deep-tech ventures, led by Product-First scientists and engineers, often exhibit a structural imbalance: their R&D is sophisticated, but their Brand and Business Development (BBD) capacity is underdeveloped. This asymmetry becomes critical when the product moves from prototype to commercialization.

At that inflection point, the venture requires a robust go-to-market infrastructure: strategic positioning, network access, and account-based sales execution. Without it, early market entry attempts often stall, draining scarce capital and pushing otherwise promising companies toward insolvency before they reach scale.In B2B and B2G environments, where adoption hinges on long sales cycles, political dynamics, and multi-stakeholder negotiations — these shortcomings can be fatal.

Without a compelling narrative and direct access to decision-makers, even ventures with defensible IP and superior engineering risk market exclusion.