Case Study

VC‑backed deeptech turnaround and repositioning

Context
A VC‑backed deep‑technology startup operating in the semiconductor and custom IC design space.

Situation
The company faced a complex market environment, internal leadership friction, and an unclear go‑to‑market proposition. The incumbent leadership was struggling to stabilise the business.

My role
CEO, with full P&L responsibility and board involvement.

Core challenge
There was a simultaneous leadership, market‑fit, and operating‑model challenge: the founding dynamics were no longer effective, and the value proposition did not align clearly with market demand.

What I did

• Stabilised the organisation and re‑established a normal operating cadence

• Repositioned the company around a clearer market narrative

• Defined and initiated a new go‑to‑market approach

• Reset internal alignment across functions

Outcome
The company secured additional funding and continues to evolve its commercial and strategic positioning.

Why this case matters
This work reflects my ability to lead through ambiguity in early‑stage, VC‑backed environments, combining strategic reset with hands‑on execution.