For growing hardware, deep tech, energy, and robotics companies. I work with CEOs and commercial teams to sharpen pricing, improve deal conversion, and build a sales process the organization can run consistently.
More activity only helps when the team knows which buyers to pursue, how to make the business case, and what moves a deal forward. I work with your team to find the gaps in pricing, qualification, and deal management, then turn the fixes into a process people can use.
Interview customers, review lost deals, and identify who approves the money, who evaluates the product, and who can stop the purchase.
Give the champion a clear reason to change, a financial case, and answers that hold up with the CFO and procurement.
Set the stages, qualification rules, follow-up, proof, and ownership so every deal is handled the same way.
Work live opportunities, fix what breaks, and leave the team with a process it can operate without me.
Choose the amount of help you need. Every engagement has a clear scope, price, and deliverable.
I review your current pricing, talk through your sales process with you, and diagnose where deals are getting stuck. You receive written findings and the three priorities to address first. The $4,500 fee credits in full toward a Sprint.
I interview customers and the internal team, review live and lost deals, and identify why qualified buyers are not moving. You leave with the buyer map, message, and prioritized fixes.
I rebuild the positioning, qualification rules, CRM stages, follow-up, and deal process, then run them against live opportunities. Your team receives the working process and documentation.
I take responsibility for the revenue process, work alongside the team, and stay until an internal owner can run it.
Results from Keith’s operating roles, with the work behind the numbers.
20% year-over-year revenue growth
Led a company-wide sales and marketing transformation that opened new small-business markets. Commercial sales program design increased average contract value by 23%.
Read the operating record →20% → 85% customer pull-through
Trained approximately 20 reps across the regional team and designed a stakeholder incentive program. The work helped improve customer pull-through across the area.
Read the operating record →$7M+ contracted pipeline
Led an eight-person team and trained people outside sales roles to sell. Built the inbound funnel and HubSpot sales process behind complex commercial solar deals. The contract portfolio was sold in 2025.
Read the operating record →18 of 30 companies grew annual revenue by $200K+
As fractional CRO for the Keystone Innovation Zone portfolio, helped companies achieve the growth needed to reach Pennsylvania’s $100,000 annual KIZ credit cap. Also supported U.S. market entry for companies from India and China.
Read the operating record →Worked with an international team across the U.S., Chile, and U.K. at Voltaic Coatings. Directed $34M+ in clean-energy capital deployment at Energize Delaware.
Practical essays on the problems I have worked through as a founder, seller, and advisor.
Open the Insights hub →Why capital budgets, pilots, technical risk, and larger buying groups make hardware sales different from software sales.
Read the essay →The four steps I use to learn how the buyer decides, make the business case clear, build the process, and hand it to the team.
Read the essay →How to decide whether you need a first seller, a sales leader, a fractional operator, or more time to define the process.
Read the essay →How to connect a successful technical pilot to a funded production decision: the business owner, buying criteria, pilot pricing, and the review that decides what happens next.
Read the essay →Hardware and deep tech companies between $1M and $20M in annual revenue. You have customers and a team. The next stage calls for stronger pricing, more consistent deal conversion, and clearer ownership across sales and marketing. I work with CEOs and commercial leaders in energy infrastructure, robotics, advanced manufacturing, and agtech.
Your next stage of growth should not depend on a few people rescuing every important deal.
Give the team a process it can run consistently.
My background in art changed how I sell technical products.
The numbers have to work, but the buyer also has to understand the story well enough to carry it through the company.
15+ years leading revenue, building sales programs, and commercializing technical products. My experience spans sales and marketing leadership at Clean Energy USA, incentive design and team training at SolarCity, and founding Energy Fox. I have worked inside growing businesses and advised technical companies across clean energy, hardware, robotics, agtech, and advanced manufacturing.
We will discuss the buyer, the open decision, and where you need help. The next step may be an internal fix, a paid review, or no outside help.
Book a free fit call →