Go-to-market strategy, stakeholder communication and internal processes decide what becomes of an innovation. Those three steps are my work.
70% of construction technology projects run late. The product is rarely the problem.
Almost always it is unprepared communication, an unmapped decision path and undocumented processes that cause the stall. Tech founders underestimate the complexity of the industry. Construction firms invest in PR only when something has already gone wrong.
I translate technical knowledge into the language of clients, investors and decision-makers — and into the layer where decisions are prepared today.
I map where decisions, information and margin get lost — before rollout, not after failure.
Technology implementation, market entry, innovation-grant communication — €0.5M+ revenue.
SaaS and construction-tech companies entering the construction market for the first time.
The innovative solution exists — the right audience for it does not yet.
I know from the inside the organisational logic where even the best ideas get stuck.
At MOL Group, as Lean Coordinator and Key Account Manager, I learned how large industrial organisations actually make decisions — and exactly where change stops. As a managing director I carried business responsibility. Today I translate that experience into strategic consulting and go-to-market work.
As construction working group lead of the Infotér ConTech conference and strategic PR partner of the nodu platform, I work with Hungarian construction decision-makers daily.
If any of these lacks a clear answer — that is where I start.
Confidentiality: I work under NDA from the first conversation — your innovation stays protected even while I prepare a proposal.
The innovation is there. I add the voice the market can find.
