It's an agency that can sell a technology the market doesn't have a word for yet. That means three jobs most agencies don't do: naming and building the category so the thing you sell has somewhere to live in a buyer's head, making technical credibility legible to the non-technical people on the committee, and sustaining all of it across a sales cycle measured in years rather than quarters. The channels are ordinary — search, LinkedIn, programmatic, DOOH, TV. The argument is not.

SaaS marketing assumes the category already exists and competes inside it on features, price and speed. Deep tech usually has no category, no budget line and no comparison set — your competition is the buyer doing nothing for another two years. SaaS can also run a free trial and let the product sell itself. You can't trial a digital twin or a fiber laser. Everything has to be carried by the marketing before anyone touches the product.

Not much, and the two get used interchangeably. Hard tech usually implies physical engineering — hardware, materials, manufacturing. Deep tech is broader and covers anything built on a scientific or engineering advance that took years to make work, including software like digital twin. If you're arguing about which one you are, you're probably both, and the marketing problem is identical either way.

Established companies. We're good at a specific problem: an industrial business with decades of credibility trying to sell something its market finds hard to believe. Kongsberg had been part of Norwegian industry since before ships were made of anything but wood, and needed to sell digital twin software to drilling engineers and grid operators. AMADA has 80 years in metal processing equipment. That legacy is your biggest asset and your biggest obstacle at the same time.

You build the category before you sell into it. For Kongsberg the angle was space-positivism — Star Trek rather than spreadsheets — which is how you get attention from a C-suite reading identical vendor decks all week. Account-based communications went to the named accounts that mattered, and long-term brand work built recognition across everyone else, so that when procurement finally wrote a line item, it had our client's shape in it. Over two years that produced 852 qualified leads and more than $32M in proof-of-concept deals.

Not with last-click, thank God! Analytic Partners found last-click overestimates paid search by 190% and undervalues brand building by 90%, so the default dashboard argues against the work that compounds. We report on qualified leads your sales team actually accepts, movement in prompted and unprompted awareness, cost per qualified lead over time, and pipeline attributable to campaigns. On Kongsberg that showed up as a 39% brand lift and a 75% decrease in cost per lead.

Longer than you want and shorter than the sales cycle. Performance work moves in weeks. Category and brand work moves in quarters, and the Kongsberg programme ran across two years before the full picture was visible. If someone promises you a measurable brand lift by next quarter in a category with a two-year buying cycle, they're selling you the small share of buyers who were already looking.

Industrial software and digital twin, robotics and automation, semiconductors and photonics, advanced materials, precision manufacturing equipment, sensors and instrumentation, maritime and offshore technology, aerospace and defence technology, and energy systems and grid technology.

The common thread is a technical buying committee, a conservative market, and a product that needs explaining before it can be compared.