Tip #1 to close more deals: Solve your customer’s problems; make them money. Technology and your company’s stability are important, but the most vital task is to frame your technology so it provides fundamental, clear answers to questions in a business plan. Astute line-of-business owners will share with you their information requirements. Listen, because they want to help you align your solution with their needs. Here are some tips on making the deal close.
In part 3 of this series we discussed kinetic weapons, which physically interfere with a drone by striking or intercepting it, as countermeasures. Here, we’ll explore electronic countermeasures, or systems that interrupt the drone’s ability to navigate and/or the operator’s ability to control the drone.
In part 2 of this series, we discussed education and perimeter protection as two foundational countermeasures against drones. Frankly, unless you have done your homework in these two areas, you may be wasting your time and money considering kinetic and electronic countermeasures.
Part 1 of this series discussed the basics. This article addresses two of the best-understood and commonly available countermeasures to protect facilities and people from drones. These are education and perimeter protection which can be legally employed today by anyone or any organization, and should be considered foundational countermeasures.
Drones are nearly everywhere. The Federal Aviation Administration said that it had registered 1.1 million drones as of mid-May. That includes nearly 1,000,000 operated by hobbyists and 197,000 by commercial and public entities. They range in size from as small 250 grams to 55 pounds. We are getting very close to saying that drones are ubiquitous in our country.
Regulators do a bad job of head faking, so they don’t. But, they do telegraph their moves with startling clarity. The audience saw this in action during FAA’s 2018 UAS Symposium in Baltimore on the subject of UAS remote identification. That four senior FAA executives championed the basic premise that drones should be identified and tracked should come as a surprise to no one.
This is the story of how you can literally save your company from catastrophic litigation, limit damages, and in the process be able differentiate yourself with a certification or designation straight from the US Government. If your drone or driverless vehicle or even your research helps with protecting, detecting, identifying, or deterring bad things or bad people you'll want to turn up the volume.
A client needed to understand and address community concerns around a large government procurement of controversial security technology. They needed to find a balance between technology that would perform the mission of the government agency, yet answer the concerns of concerned stakeholders. Using this information the client could write a proposal with a higher chance of success.
A client was interested in bidding on a multipart billion dollar + government contract. While it had expertise in many of the areas in the solicitation, it was missing subject matter expertise in several areas involving security screening technology. The client asked Catalyst-Go for technical help in proposal development in these areas.
A leading international trade association needed to offer a solution for making security lanes more efficient and friendly. They needed a proposal that stakeholders would endorse, regulators would embrace, and do a better screening job passenger than the current system to maintain the highest levels of security. This job fell on the desk of the founder of Catalyst-Go. The CEO sketched out a notional solution on a post-it note and challenged him to make it a reality.
A biotech startup needed to better understand applications for their patented technology and markets in which they may have first mover advantage. They believed that of the many applications and markets where this technology could be used what they had invented might have security applications but didn't know if the technology was fit for purpose or if the government or commercial companies would be their potential market.
A large publicly traded company needed an outside second opinion in evaluating the key markets in which their high margin security products were being sold and which companies were prime for acquisition. As a follow on, we prepared for the company a forward looking summary of procurement cycles and 2 year spending priorities of their largest government customers.
A venture investor looking to make a multi-million dollar investment in an established high tech camera/imaging company was looking to back up the firm's due diligence in this investment. Everything looked good at first glance to the investor. The camera produced high quality images, and the manufacturer assured the investor it could fit into a common military UAV, the Predator A.
A mid-size venture capital firm was thinking about investing in a startup developing a mobile application to help increase retail sales at airports.
Being successful in an ARC process requires more than a seat at the table. It necessitates a strategic approach—a gameplan, if you will.
Successful companies that have transitioned from raising capital through seed funding to Series A, B, or even C offerings share several traits. Among the most important yet often overlooked: they understand how to manage innovation and translate this to product delivery.
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