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323 North Consulting

Connecting · Scaling · Accelerating

Market entry and growth for engineered products.

Battery, energy storage, electrification, advanced materials, and fire protection.

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$350M+Revenue generated

20+ yrsCommercializing safety-critical products

Engineer + MBATechnical and commercial

Standards LeadershipSAE, NAATBatt, UL, CSA

Connecting · Scaling · Accelerating

What we do

Market intelligence, sales strategy, commercial systems, and senior leadership to run them, plus the trade show strategy that puts you in front of the buyers who matter.

Sales Strategy

How you reach it, and through whom.

Detail

Fractional Leadership

Senior commercial ownership, now.

Detail

I watch the standards and regulation space, and I help companies make sure they don't get written out of either.

Connecting · Scaling · Accelerating

Ask about our trade show and industry event services.

Book a 30-minute call

Connecting · Scaling · Accelerating

Who you work with

Alyssia Bostrom

Founder & Principal Consultant

I started as a mechanical engineer, close enough to the product to know exactly what it could and couldn't do. I spent the rest of my career learning why that almost never decides whether a company wins the market.

Twenty years commercializing disruptive technology across batteries, energy storage, electrification, advanced materials, and fire protection. I have generated more than $350 million in revenue over my career, through commercial programs that kept producing long after the engagement ended.

Vice Chair, SAE Vehicle Battery Standards Steering Committee
Co-Chair, NAATBatt Workforce Development Community

Connecting · Scaling · Accelerating

Let's talk.

Thirty minutes to tell me what you are trying to sell, to whom, and where it is stalling.

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323 North Consulting, LLC

Overview
Pathway
Capabilities
Experience
Recognition
What's Next

Ask About Trade Shows Book a Meeting w/Alyssia

Commercialization Strategy & Systems

You built the technology.Now build the system that scales it.

323 North works with founders and technical leadership teams to convert fragmented business development into a commercial operating system: the market intelligence, sales strategy, and repeatable process that turn technical promise into predictable revenue.

Let's Talk About Scaling See How the System Works

$350M+Revenue generated across 20 years

20+ YearsCommercializing complex technology

Engineer + MBATechnical depth, commercial command

Standards LeadershipSAE, NAATBatt, UL, CSA

What 323 North Does

Four capabilities. One commercial system.

Bought on their own or built together. Most companies start where the commercial function is weakest and work outward from there.

Market Intelligence

Where demand is real, which segments to prioritize, who writes the spec and who signs the order.

See the detail

Sales Strategy

Ideal customer profiles, positioning, channel and partner strategy, and the market-entry plan behind them.

See the detail

Commercial Systems

Qualification standards, sales stages, account planning, pipeline architecture, and a forecast you can defend.

See the detail

Commercial Leadership

VP and C-caliber ownership of the commercial function before you are ready to build the full organization.

See the detail

Trade shows and industry events

Conference and trade show programs built so booth traffic becomes qualified pipeline instead of a stack of badges.

Ask About Trade Shows

01 / THE COMMERCIALIZATION GAP

Most technologies don't stall because they're wrong. They stall because commercialization is fragmented.

Between technical validation and scalable revenue there is a gap that engineering cannot close and that hiring alone rarely fixes. It is a structural problem: the commercial function exists as a set of disconnected efforts rather than a system.

What fragmented looks like

Revenue depends on the founder being in every meeting
No repeatable qualification standard, so every deal is judged by instinct
Market priorities shift with whoever called last
Technical interest is high; conversion to purchase orders is not
Buying centers and specification influencers are assumed, not mapped
What worked with the first three customers won't work for the next thirty
Business development activity is real, but disconnected from strategy
Pipeline is a spreadsheet of hope, not a forecast

What a commercial system looks like

Growth runs on defined process, not on individual heroics
Opportunities are qualified against explicit, shared criteria
Markets are prioritized on evidence: fit, timing, and path to specification
Technical credibility is converted deliberately into commercial commitment
Stakeholder maps identify who specifies, who approves, and who signs
The motion that won the first customers is documented and transferable
Every activity ladders to a named account strategy
Pipeline reflects reality, and the forecast can be defended to a board

The cost of the gap is rarely a lost deal. It's a lost year of runway, of first-mover position, and of the credibility that comes from hitting the commercial milestones you put in front of your investors.

02 / THE COMMERCIAL OPERATING SYSTEM

A commercial operating system for emerging technology.

Most engagements begin with a blank sheet of paper. This one doesn't. 323 North brings proven frameworks, structured market intelligence methods, decision systems, and execution infrastructure developed across two decades of bringing complex technologies to market, so your team spends its time on the problems that are actually specific to your company.

Layer OneIntelligence

01 · Market Intelligence

Where demand is real, who influences specification, and what the competitive field actually looks like from inside the buying organization.

02 · Market Prioritization

Which applications, segments, and regions offer the fastest defensible path to revenue, and which are a distraction with a good story.

03 · Positioning

Translating technical differentiation into the commercial and economic language your buyer uses internally to justify the decision.

Layer TwoArchitecture

04 · Sales Strategy

Ideal customer profiles, account segmentation, value propositions, direct versus partner strategy, and the market-entry plan behind them.

05 · Commercial Process

Qualification standards, sales stages, decision criteria, account planning, pipeline architecture, and forecast discipline your team can run without you.

Layer ThreeExecution

06 · Customer & Partner Development

Named-account pursuit and relationship development with OEMs, tier suppliers, integrators, specifiers, and the industry bodies that shape requirements.

07 · Institutional Capability

Transferring the system to your team so commercial knowledge lives in the company, not in one person's inbox or one consultant's head.

Outcome: growth that scales without you in every room.

Each layer produces working infrastructure, not recommendations. By the end, the commercial function is something your company operates, and can hire into, measure, and defend.

The system is deliberately not a template. The frameworks, market intelligence methods, and decision infrastructure are consistent; how they are configured is specific to your technology, your buyers, and the stage you're actually at.

What it removes is the cost of re-solving problems that have already been solved repeatedly, in regulated and technically demanding markets where the buying process is long and the specification is written years before the purchase order.

03 / WHAT I BUILD

Infrastructure your team uses on Monday.

These are the working assets an engagement produces. Not a deck of observations, but the operating documents and systems your commercial function runs on.

01Market Maps

The application, segment, and value-chain landscape: sized, prioritized, and annotated with where you can actually win.

02Customer Segmentation

Ideal customer profiles and tiering built on technical fit, buying behavior, and timing, not company size alone.

03Stakeholder & Buying-Center Maps

Who specifies, who validates, who approves, who blocks, and how the decision actually moves through the organization.

04Sales Strategy

Target markets, positioning, channel and partner structure, regional entry sequencing, and the case behind each choice.

05Named Account Strategies

Account-by-account plans for the pursuits that matter: entry point, value thesis, relationship plan, and milestones.

06Sales Process & Stages

A defined technical-sales motion with stage definitions, exit criteria, and the evidence required to advance.

07Qualification System

Explicit criteria that let your team say no early, protect engineering hours, and concentrate effort where it converts.

08Pipeline Architecture

CRM structure, stage discipline, and reporting that produce a forecast you can put in front of a board.

09Partnership Strategy

Which relationships create leverage, how they're structured, and how they're managed so they produce revenue rather than logos.

10Commercialization Playbooks

The documented motion: messaging, objection handling, technical positioning, and pursuit sequence, transferable to new hires.

11Market Intelligence System

A repeatable method for gathering, structuring, and acting on customer, competitor, and specification intelligence.

12Standards & Certification Pathway

The requirements, timelines, and organizations that gate market access, mapped against your commercial calendar.

Recommendations are easy. Infrastructure is the deliverable.

04 / WHO I WORK WITH

Companies with real technology and an immature commercial function.

01Battery & Energy StorageCells, materials, packs, BMS, BBU and UPS, grid and stationary storage.
02Advanced MaterialsCompanies selling into qualification-driven supply chains with long specification cycles.
03Electrification & MobilityEV systems and components, charging, and the supplier tiers around them.
04Safety & Regulated TechnologyFire protection, thermal management, and products where standards shape the market.
05Venture-Backed Deep TechPost-validation companies carrying a commercial milestone into the next round.
06International Market EntryEstablished technology companies building a North American commercial presence.

The work fits when

The technology is validated and the constraint is commercial, not technical
The founder or CTO is still personally carrying most of the commercial function
You need senior commercial judgment before you can justify a full internal organization
The buying process is long, technical, and involves people who never sign the contract

It doesn't fit when

What's wanted is contract sales labor rather than commercial architecture
The product still needs to prove it works
The company isn't prepared to be honest with its customers, or with itself

05 / EXPERIENCE

Engineering judgment and commercial command in the same person.

The technical conversation and the revenue conversation are usually held by two different people who don't fully translate for each other. That translation gap is where most commercialization value is lost, and it is the specific place this work operates.

$350M+Revenue generated across 20 years

20+Years commercializing disruptive technology

6Technical sectors: battery, storage, EV, materials, fire protection, emerging tech

1 of 12Women influencers shaping the battery technology industry

Industry Leadership

Vice Chair, SAE Vehicle Battery Standards Steering Committee
A seat at the table where vehicle battery standards are shaped, alongside the OEMs and suppliers who will build to them.
Co-Chair, NAATBatt Workforce Development Community
Working across the North American advanced battery industry on the capability gap the sector has to close to scale.
Communications Subcommittee Chair, NAATBatt Data Center / ESS Community
Chairing communications for the group defining how energy storage meets the data center market, one of the fastest moving demand centers in the sector.
Technical committee member, standards and certification bodies
Inside the certification bodies whose standards gate market access in North America. ASTM, CSA, IEEE, NFPA, and UL as they apply to batteries and energy storage, so commercialization plans are built around the requirements, timelines, and testing realities that determine when revenue can actually start.
Named one of the 12 Women Influencers Shaping the Battery Technology Industry
Battery Technology, March 2026. Industry recognition earned through commercialization results, not commentary.

Foundation

BS, Mechanical Engineering
The technical literacy to sit in a design review, understand the constraint, and know what it means commercially.
MBA
The commercial framework to translate that constraint into market strategy, pricing posture, and a defensible plan.
Two decades in complex, high-value B2B
Market development, technical selling, partnerships, channel strategy, and sales leadership in markets where the sales cycle is measured in years and the specification is written long before the purchase order.

06 / ENGAGEMENT MODELS

Four ways to work together.

Each engagement is scoped to what your company actually needs next, not to a standard package. The starting point is a conversation about where the commercial function breaks down today.

Commercialization Strategy

A focused engagement to establish where to compete and how to win: the intelligence, prioritization, and positioning work that everything downstream depends on.

Market and application mapping
Segment and region prioritization
Competitive and specification landscape
Positioning and value proposition

Commercial System Buildout

Design and installation of the operating infrastructure: process, qualification, account strategy, pipeline architecture, and the playbooks that make the motion transferable.

Sales process and stage definition
Qualification and account planning systems
Pipeline and forecast architecture
Commercialization playbooks and enablement

Fractional Commercial Leadership

VP- and C-caliber commercial leadership on an ongoing basis for companies that need senior judgment now and a full internal organization later.

Commercial strategy ownership
Board and investor-facing reporting
Team development and hiring architecture
Executive-level customer and partner engagement

Strategic Market Development

Direct development of the relationships that open markets: OEMs, tier suppliers, integrators, specifiers, and the industry organizations that shape requirements.

Named-account pursuit strategy
Partner and channel development
Standards bodies and industry positioning
North American market entry

Engagements are structured as project scopes or ongoing retainers depending on the work. Scope, deliverables, and terms are defined in writing before anything starts. Book a 30-minute intro call →

07 / ABOUT

Alyssia Bostrom

Alyssia Bostrom Founder & Principal Consultant

I started as a mechanical engineer. I spent the first part of my career close enough to the product to know exactly what it could and couldn't do, and the rest of it learning why that almost never determines whether a company wins the market.

Over more than twenty years I've commercialized disruptive technology across batteries, energy storage, EV and electrification, advanced materials, and fire protection. Long sales cycles. Technical buyers. Specifications written years ahead of the purchase order. Markets where credibility is earned in standards committees and lost in a single overstated claim. I have generated more than $350 million in revenue over my career, through commercial programs that kept producing long after the engagement ended.

I kept watching strong technology lose to weaker technology with a better commercial system. Eventually I decided to build the system.

What I do now is different from advising. Advice ends when the engagement does. A system stays: in the process your team runs, the criteria they qualify against, the account strategies they execute, and the market intelligence they keep current. My work is to install that capability and then make myself unnecessary to its operation.

I sit on the SAE Vehicle Battery Standards Steering Committee as Vice Chair and co-chair the NAATBatt Workforce Development Community, which means I spend real time in the rooms where the requirements my clients will have to meet are being written. That vantage point is part of what I bring.

I work with a small number of companies at a time, and only with companies that are honest about their technology. In technical markets, reputation compounds in both directions.

Alyssia Bostrom Founder & Principal Consultant, 323 North Consulting, LLC

08 / START HERE

Your technology doesn't need another sales tactic. It needs a commercial system capable of scaling with it.

If you're carrying the commercial function personally and it has stopped scaling, that's the conversation worth having. No pitch, just a direct assessment of where the gap is and whether this work is the right answer for it.

Book a 30-Minute Intro Call Email Instead

Thirty minutes, no obligation. A direct read on where your commercial function breaks down and whether this work is the right fix.