How to grow product through acquisitions?| Nadia Carlsten (Sandbox AQ)

April 15, 2024

29 3 minutes read

Navigating the complex world of deep tech requires a special set of product management skills. From understanding highly technical details to aligning research and engineering teams, deep tech PMs must blend business savvy with scientific expertise. This podcast explores the unique challenges and opportunities of managing products on the cutting edge. Learn how leaders steer emerging technologies from lab to market, handle lengthy development cycles, gain customer insights despite limited data, and sell the promise of innovation. Whether biotech, quantum computing, AI, or beyond, discover how product leaders can successfully build the future.

Interested in how strategic acquisitions can accelerate product portfolios in deep tech? In this conversation with Dr. Nadia Carlsten, VP of Product at Sandbox AQ, we dive into another dimension in the product management toolkit for deeptech, i.e., product and technology acquistions. Nadia shares valuable experiences from leadership roles at various deep tech efforts and provide tangible takeaways for product managers to ace make vs buy decisions!

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We cover the following topics:

How to think of product management for nascent technologies like quantum security, sensing, and simulation?
How to approach customers when product readiness is low?
When does acquiring products become a more strategic option than in-house development?
How do you identify prime acquisition targets in the quantum space?
What are the biggest challenges and do’s/don’ts of integrating acquired products?
The importance of proactively working on seamless integration of teams post acquisition.
Can you share insights from a successful acquisition and what contributed to its success?
What’s one feedback you would give your past self as you were starting on your product career?

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Key Takeaways:

Challenges of Deep Tech Product Management:

Unlike traditional consumer goods, deep tech involves a high degree of scientific and engineering uncertainty. The product management process must acknowledge this inherent complexity and the need for substantial research and development. However, as a for-profit, customer-facing organization, there’s a balance to strike between research and market readiness.

Delivering regular incremental value

Despite the lengthy development cycle typical of deep tech products, we discuss a strategy of delivering incremental value to consumers. This approach involves demonstrating constant progress by offering pockets of value to customers at different stages of the product development cycle. Not only does this keep customers engaged, but it also helps to derisk their journey with the technology.

Role of Acquisitions:

Discussing the role of acquisitions in the deep tech landscape, Nadia highlights their potential as a powerful strategy to deliver value more efficiently. The decision to acquire often hinges on two main criteria: whether the company can deliver something more quickly or efficiently on its own, and whether another entity could help accelerate the delivery. Acquisitions can also bolster a company’s product capabilities, enabling it to integrate new functionalities into its existing product.

Identifying Acquisition Targets:

Keeping abreast of market trends and technological advancements is key to identifying potential acquisition targets. Insights from customer dialogues can also reveal other companies or technologies they are exploring. Staying updated with technological advancements and understanding who’s making strides in the space can also highlight potential acquisition targets. Another instrument is to leverage your customers! Understanding which acquisitions could add more value to your customers’ experience is a great way to identify potential opportunities

Post Acquisition Integration

Closing an acquisition is just the beginning of a complex process. Integration, particularly aligning product roadmaps, is crucial, especially when the acquired company is of similar size to your own. It’s necessary to ensure coherence for both sets of customers – those of the acquiring company and those of the acquired one.

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With support from :

The Quantum Insider- the world’s leading database on quantum investments and market activity. TQI provides insightful data and analysis to navigate the rapidly evolving quantum landscape. Visit https://thequantuminsider.com/ to learn more

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