salıent
INDUSTRIAL

MARKET ENTRY PLANNING

Every market looks open from the outside. I’ll tell you what the door actually costs.

For precision manufacturers entering new end markets

A process that should be making money isn’t? Process Assessment & Recovery →

The situation

The demand is real. Autonomous systems — humanoids, drones, self-driving vehicles — need precision components lighter and smaller than their supply chains can deliver, at volumes that are arriving faster than anyone qualified for. Defense is rebuilding its supplier base from the sub-tier up. You have capability, capacity, and a reason to move.

What you don’t have is a map. Which programs are genuinely open to new entrants? What certifications gate the work — and what do they really cost in time, capital, and organizational attention? Where will your existing capability carry you, and where will it fall short in an audit?

Why me

I’ve made this entry four times, from the inside, with my own P&L on the line:

  • An aerospace division from nothing — precision machining, surface treatments, NDT — certified to AS9100C, NADCAP, and a Pratt & Whitney OEM approval in 18 months.
  • A medical-device cleanroom to ISO 13485 — $100K invested, $14M in contracts won.
  • A greenfield captive MIM operation to full production and ISO 9001/TS16949, 100% ROI in year one.
  • An offshore facility commissioned to full production in 18 months.

I know what the brochures don’t say about how long it takes, what it costs, and where programs die. That knowledge is the product. (When the plan calls for QMS build-out, that work goes to specialists who do it every day — I’ll tell you what good looks like and who to hire.)

The work

01

Requirements map — certifications, capital, capability gaps, customer expectations, in sequence.

02

Program targeting — which specific opportunities fit your capability today versus after investment.

03

Honest economics — full cost of entry against realistic revenue timing.

04

Go / no-go — a recommendation with reasoning, not a hedge.

After the assessment

Most engagements end with the plan. When it’s a go and the fit is right, I stay on for the entry itself — target account introductions, first meetings, and the commercial coaching that turns capability into awarded programs.