TECHNICAL & MANUFACTURING DUE DILIGENCEA clearer view of what it will take to deliver.
A working prototype can prove that the technology is possible. It does not always tell you how mature the architecture is, how credible the path to production may be, or what the team will need to reach the next stage.
I look across the technology, manufacturing plan, economics, and organization to understand what is strong, what remains uncertain, and what it will take to move forward. I explain the findings in plain English so you can weigh the opportunity with a clearer view of the risks, required investment, and path ahead. My only job is to give you an honest read: I am paid for the diligence itself, not for whether the investment moves forward, and I do not evaluate companies I am already advising.
WORKING WITH SLADEI’ve been responsible for making it real.
For over fifteen years, I have taken complex hardware from early concept through production readiness. I have made the architecture decisions, built the teams, worked through manufacturing constraints, challenged cost models, and carried responsibility for delivering what the company promised. That experience helps me see how the technology, production plan, economics, and organization fit together. You get an operator’s view of what is strong, what remains uncertain, and what the company will need to do next.
WHAT DILIGENCE COVERSThe questions you need answered.
How credible is the path from prototype to repeatable production?
Do the cost, yield, quality, and timeline assumptions support the business case?
Does the team have the experience and structure to deliver the plan?
Which milestones, conditions, or open questions matter most before moving forward?
What has the company demonstrated, and what still needs to be proven?
WHAT YOU GETA clear, useful read.
My findings are organized around what matters most to the investment, not just what is technically interesting.
Prioritized findings
The most important technical and manufacturing strengths, risks, and dependencies, organized by their significance to the investment.
Economic & production assessment
A grounded view of the cost, yield, quality, and scaling assumptions behind the business case.
Team & execution assessment
An operator’s view of the team’s capabilities, organizational gaps, and readiness to deliver the next stage.
Recommendation & next steps
A direct recommendation on how to proceed, including any questions, milestones, or conditions worth resolving first.
HOW IT WORKSScoped to the decision in front of you.
Every diligence engagement starts with a short call to understand the company, the questions your team needs answered, and the depth of review the decision requires. From there, we agree on the scope, timeline, and fee before the work begins.
Full diligence assessment
A broad review of the technology, manufacturing path, economics, and team, with written findings and a partner readout.
3 weeksTargeted review
A focused second opinion on a specific technology, manufacturing plan, cost model, or open question.
hourly/fixed scopeOngoing technical support
Flexible access for firms evaluating multiple opportunities or supporting hard-tech portfolio companies over time.
retainer, draw downFull diligence engagements are typically billed half at kickoff and half on delivery. For narrower needs, such as a second opinion or a few expert calls, we can keep the scope lighter. Pricing is agreed up front after a short scoping call.
AN OPERATOR'S PERSPECTIVEI stay close to the realities these companies face.
My work with hard-tech founders keeps me close to the decisions behind the diligence: architecture tradeoffs, manufacturing readiness, hiring, cost pressure, and the move from a successful prototype to a repeatable business. That operating experience sharpens the review, but the boundary is simple. I do not evaluate companies I am advising, and I disclose any potential conflict before accepting an engagement.
BOOK A DILIGENCE CALLEvaluating a hard-tech opportunity?
Let’s spend thirty minutes talking through the company, the decision in front of you, and the questions your team needs answered. I’ll give you an honest read on whether I can help and what level of review would be useful.