A space-derived innovation program

A global engineering firm with 15,000+ employees wanted to diversify its R&D beyond its core markets but did not know which of its capabilities actually transferred to space — a common and expensive place for large firms to stall.

Map existing capabilities against real space needs and identify concrete, fundable pursuits rather than a vague 'space strategy.'

We mapped the firm's competencies against NASA's technology taxonomy and analyzed 18 months of its unsuccessful proposals to surface the recurring gaps between what it offered and what programs were actually buying.

Seven transferable competencies identified, and three technologies prioritized for commercial adaptation as pilots — a focused pipeline in place of a broad, unfundable ambition.