Jeff Fryer
Austin, Texas
Overview
For two decades I've been inside the commercial problem for deep tech—helping companies differentiate their story, fix how they go-to-market, and build from zero. I've led marketing transformations and advised founders across global enterprises, agencies, and high-growth scale-ups—including leadership roles at Arm, Renesas, Kiterocket, and NHanced Semiconductors. Arm: $1.3B → $2.7B | IPO-ready Renesas: $8.6B → $11.5B | 5x U.S. presence NHanced: $12M → $50M | New brand + commercial foundation Right now, a specific problem is accelerating at the scale-up stage of deep tech. Semiconductor and
About
For two decades I've been inside the commercial problem for deep tech—helping companies differentiate their story, fix how they go-to-market, and build from zero. I've led marketing transformations and advised founders across global enterprises, agencies, and high-growth scale-ups—including leadership roles at Arm, Renesas, Kiterocket, and NHanced Semiconductors. Arm: $1.3B → $2.7B | IPO-ready Renesas: $8.6B → $11.5B | 5x U.S. presence NHanced: $12M → $50M | New brand + commercial foundation Right now, a specific problem is accelerating at the scale-up stage of deep tech. Semiconductor and AI hardware companies are hitting product validation and banking Series B and C capital faster than the industry has ever seen. The technology story is getting told. The commercial story isn't. So the growth plan—who to chase, what to say, which motion to run—gets pushed. Again. Founders end up carrying the weight themselves. Product gets the attention. Revenue doesn't follow. Meanwhile, the pressure is compounding from every direction. Customers want roadmap answers nobody can give. Boards want revenue not milestones. Rivals with weaker technology are winning deals with cleaner stories. And the internal debate about which buyer to target never gets resolved. The same broken cycle shows up: *Narrative starts too late *Marketing disappears into product support *Multiple bets stall the sales motion Some companies are further along—they know their buyer, they've closed first deals. But the commercial motion that scales that traction was never built. That's often the harder problem. Most playbooks they've been handed were built for early attention, not sustained growth. Or worse—some influencer told them they could ChatGPT their way out of it. So I built a better way. From experience. I work directly with founders and executive teams to build the commercial operating system for this stage—to scale what's working, reach the right buyers, and stop depending on the founder to carry it. Where Jeff adds value: *Step in as fractional or in interim leader *GTM strategy + implementation *Strategic custom growth transformation *GTM assessments and readiness audits *Frameworks, not just feedback *AI-enabled GTM systems Results: *Clear, focused GTM plans *Faster pipeline growth and conversion *Scalable partner revenue *Reduced friction and repeatable success If your technology is ready but your growth plan isn't—DM me.