Where the research meets a real engagement.

The system: MEK is a full-body haptic suit/rig, built in Sausalito, that simulates the resistance and feedback of working in a pressurized EVA suit during a spacewalk. Training astronauts for the physical reality of an EVA without the cost and scheduling constraints of NASA's Neutral Buoyancy Lab. It underwent a five-office coordinated technical review at NASA Marshall, initiated by James Johnston, and has been positioned for integration with programs including Starlab (post-CDR) and the Stemcomm/Moon2Mars Summit.

What we did: We took on business development, procurement research (SBIR/SAM.gov), capability briefs for the relevant programs, investor positioning, and fundraising support for the MEK special purpose vehicle. Engaging Chester Aldridge of US Equity Holdings on MEK's positioning specifically, building a dedicated deck and running a two-hour working session on how to present the technology and the raise to institutional investors.

Alongside the formal deliverables, we've been closely packaging and messaging MEK with Ethereal Matter's leadership team directly. Scott Summit, a founder genuinely excited about the product, and formerly a founding member of Made In Space before Ethereal Matter, has been hands-on in helping shape how the technology gets presented as a business, not just an engineering demo.

What we did: We sourced crucial early-stage technical talent for the deployable reflector program, hires its Chief of Staff has credited as instrumental to the company's growth.

What we did: Under a commissioned referral agreement, we identified and introduced potential customers, including Bristol Myers Squibb, ran initial qualification calls to confirm genuine interest and fit, and provided technical consultation on space research ROI and microgravity manufacturing applications during the relationship-development process.

What we did: We consulted directly on lunar architecture, rover design (including a pressurized lunar rover), and airlock design through production, working through the specific technical details with Jeroen to keep the science accurate as the visuals evolved.

Beyond direct consultation, we connected Jeroen with other NASA-side experts to strengthen the project further. Introducing him to Kriss Kennedy, a NASA space architect, on a conical launch tower concept for the film, and to Brick Moon, a space habitat consultancy, to explore having their habitat and airlock concepts appear in the production.

What we did: [ Placeholder. Details to be added. ]

What we did: We provided technical due diligence on space systems, regulatory pathways, and market timing, and made strategic introductions on the firm's behalf. Including connecting KBR corporate development contacts to relevant founders, and introducing Starship's team to other technical operators in our network, like Astera's Edwin Kite.

What we did: Built "Entering the Space Market: Strategic Design for the New Space Economy," covering the space economy landscape, strategic entry points, and design thinking applied to human factors in extreme environments. A course proposal is in discussion with Stanford's d.school, building on past work as a Space Architecture expert with SciArt Exchange.

What we did: Following an introduction and an initial senior-team meeting in Dubai, we ran a "Continuing our Space Conversation" series with the firm's team, walking through their space market entry options. That progressed into a formal MOU and Opportunity Review process, moving the relationship from an exploratory conversation toward a structured partnership.

A commercial space station operator moving toward its first crewed flights needed to fill the commercial side of the mission, actual mission participants and brand partners, not just the engineering and launch side. Once launch was in view, the real question became who actually fills the station. The engagement was structured around three questions:

• Which non-space industries, pharma, deep-tech, longevity, enterprise R&D, would actually pay to use a commercial station, and who are the real buyers inside them?
• What ROI narrative gets a company with no space background to a yes, rather than a polite no?
• How do you reach a decision-maker faster than the standard procurement path?

Impact. Under a commissioned contract, we opened and qualified non-space enterprise and research accounts and handed over warm, qualified opportunities to the operator's team. On this engagement, we signed a research customer in about two weeks, after the operator's internal team had worked the same account for months, by going straight to the researchers and framing the value in their terms instead of through procurement. That result reflects roughly a decade of pattern: about $46M in opportunities positioned across human factors, human spaceflight, and business development, including eight-figure infrastructure contracts closed. The engagement wrapped in mid-2026, and conversations are underway about extending it as their Commercial LEO Destination bid moves toward a habitability and crew-health partnership.

What we did: One target client had spent nine months trying unsuccessfully to close a design partnership and a consumer wearable brand sponsorship on its own. We closed both within two weeks of engagement, where the client's own outreach had stalled.

The speed came down to what we could bring that a generic BD hire couldn't: real technical knowledge of the systems being sold, and existing relationships across program managers and technical networks in the industry. The difference between a cold pitch and a warm conversation with someone who already trusts that we understand what we're talking about.