Space- and geo-enabled technologies, help to bridge a gap evidencing responsible business (ESG-related) outcomes, however the gap between technical innovation and market adoption remains the central challenge for innovators.
The journey from concept to commercial success requires more than just ground-breaking technology; it demands a systematic approach to design and understanding, testing, and validating market assumptions in parallel with intellectual property (IP) development along the Technology Readiness Level (TRL) scale.
Beyond a Tech-Push
Space and geospatial technologies generally emerge from deeply technical environments – knowledge centres, research laboratories, and engineering teams focused on solving complex questions – sometimes driven by the ambitions of space agencies, other times driven by a perceived market shift that could include space-enabled technology in some way.
Breakthrough technology alone rarely guarantees market success, yet venture finance expects 10x returns over 18 months. This is an uncomfortable marriage.
The Callala approach positions itself precisely in this critical middle ground, challenging development teams to lift their gaze from technical specifications to market realities.
Starting with a sometimes crude and skeleton Go-To-Market (GTM) strategy, this forces technology developers to articulate not just what their innovation does, but who needs it, why they need it, and how they will pay for it. Crucially, the outcome aims to get to grips with why any target market would turn incumbent internal processes completely upside down.
For space-tech innovators, this shift from "what we can build" to "what the market will value and cannot conceivably do without" represents a fundamental lens shift.
Foundations of Market Validation
Space and Geo specialists are particularly vulnerable to untested assumptions. Technical teams generally project their own enthusiasm onto potential customers or rely on limited feedback from a handful of connections.
These teams forget that regular folks don’t look a life through a science lens, instead generally consider internal change slowly – maybe sometimes not wanting to lift their head above a parapet, sometimes not knowing how.
We believe the approach to tech-adoption lies in a method systematically challenges these science-led assumptions:
Knowledge vs. Assumptions Mapping: Distinguishing between validated knowledge and unproven assumptions creates clarity about what still needs testing.
Risk Register Development: Converting assumptions into quantifiable risks allows teams to prioritise market research efforts and develop mitigation strategies.
Market Engagement Strategy: Using Ideal Customer Profiles (ICPs) to broaden the conversation beyond existing networks and into new market segments.
This approach is particularly valuable in space-tech, where very similar data analytics processes and ML algorithms create wholly different applications often span multiple sectors, answering different questions, each with distinct needs, language, incumbent norms and buying patterns.
The Honest Lens
Perhaps the most valuable contribution is the application of an honest lens to market potential. This means asking difficult questions:
Is this the product you’re currently contemplating scalable, with broad market appeal, or more like a consulting service with high-touch, heavily customised between users, so holding limited scalability opportunity?
What regulatory, compliance, or market readiness barriers might impede adoption? Or worse, what are the absence of regulatory drivers that mean companies are not yet compelled to act when the evidence toward responsible business transformation is already in place?
How will potential customers create a compelling internal business case for adoption? Despite the gains using this new tech, what are the system vulnerabilities that might be introduced moving away from say an intermittent human-focussed function to a more regular automated and remotely functioning service?
For space and geo-enabled technologies, these questions are particularly pertinent as they often represent step-changes that require significant business workflow adaptation by adopters - and frankly, many people resist change.
IP Strategy & TRL Progression
As technologies progress up the TRL scale, IP strategy should evolve with alongside an parallel evolving market understanding. The insights gained through market engagement should directly inform which features (if any) merit patent protection, and if not, how are they protected; where technical development resources should be concentrated; how the technology should be packaged and positioned.
This approach aims to ensure that development isn't occurring in isolation, instead wholly guided by market signals about what creates defensible value.
Building the Beta Ecosystem
The ultimate outcome of this methodology is the identification of ideal beta partners who represent the cornerstone of product-market fit validation. These early adopters provide real-world testing environments, key product insights and hopefully too, some strong testimonials and case studies.
For space-tech innovators, these partnerships are invaluable, as they demonstrate practical applications of often complex technologies in settings that future customers can relate to, a handful of which become the sales pipeline for post-project commercialisation.
Market Engagement as the Keystone
The current boom in space has us witnessing unprecedented innovation, especially in EO derived application data. By positioning market engagement and assumption testing at the centre of the development process, teams can accelerate time-to-market for validated solutions, build compelling evidence of product-market fit and crucially, create a sales pipeline that extends beyond grant project funding.
Working this way transforms market engagement and fundamental design principles from a secondary consideration to the keystone of both technical and commercial strategy, consistently improving the odds of success in the competitive landscape.
*Graphic Design: Victoria Beall
