In early days of the 80s and 90s, as I developed my approach, I used it to pursue large sales in difficult circumstances. Such as to attract the first large name-brand customers for a small tech start-ups, that a big company would not usually risk doing business with such a small company. Or to license a technology on to another entity, to bail out investors. I learned a great deal about the corporate politics of a large corporations, and incorporated that knowledge into the process.

In the late 1980s I began using utilities of what was then the very new Internet, to locate and communicate with specific people, and then groups of employees, within specifically targeted large technology companies; to promote a new technology, and to promote a strategic partnership proposal. I used Usenet, Email, and Info-Bots to locate and communicate with highly placed people I did not know, and learned to set in motion, a “viral” dissemination of my ideas or proposition.

I perfected this technique to enlist groups of technical recommenders to advocate for my proposition to their 2nd and 3rd line influencers, and eventually to business decision makers. I was the first to use such “new media” marketing techniques for this purpose. That is, directed internally only, to one prospective enterprise at a time, and for strategic partnership and corporate business development goals. Other users of new media or “Social Media” as it bacame known, was for consumer oriented purposes.

At the appropriate time I would approach the business decision makers, and articulate a business, as well as a technical rationale, to become a licensee and strategic partner. I would gain attention at the C-level and board internally by proposing a creative business model for our proposed partnership, and would ultimately negotiate the terms of a business agreement,  thus leveraging the targeted company to license the technology, incorporating it into thier own, as an OEM. This resulted in strategically aligning both sides for eventual investment or M&A.

Over 20 years with seven start-ups, this process has led to merger and acquisition discussions, resulting in three acquisitions and one IPO, either by the targeted alliance partner, or an affiliated third party. I have used such a process, in addition to consultative sales tactics, since 1992 to create business-to-business partnerships between start-ups and large publicly traded commercial enterprises, or to develop the initial high-profile “marquee” customers for a very new technology start-up. The goal was the development of strategic partnerships, the establishment of a six of seven digit revenue stream, and secondly to underpin and influence future 7 and 8 digit M&A discussions.

I am available as a paid board member for venture funded technology start-ups in at least their third year, to activate this process with one to three large publicly traded technology firms chosen by the board.