Turning Hardware into Strategy in the Middle East
Turning Hardware into Strategy in the Middle East
A niche deep-tech player built premium high-gain antennas with unmatched performance but struggled in the Middle East, where operators saw them as costly hardware with limited value.
A niche deep-tech player built premium high-gain antennas with unmatched performance but struggled in the Middle East, where operators saw them as costly hardware with limited value.
A niche deep-tech player built premium high-gain antennas with unmatched performance but struggled in the Middle East, where operators saw them as costly hardware with limited value.
The Challenge
Operators viewed the antennas as expensive hardware with little strategic value. Limited perceived impact, slow traction, and price objections left the business unable to break through.
Operators viewed the antennas as expensive hardware with little strategic value. Limited perceived impact, slow traction, and price objections left the business unable to break through.
Operators viewed the antennas as expensive hardware with little strategic value. Limited perceived impact, slow traction, and price objections left the business unable to break through.
The Innovatics Approach.
1
We shifted the narrative from product to solution. Instead of selling antennas, we positioned the company as a strategic partner solving critical coverage gaps.
2
To back this up, we built a consulting arm that could sit with telecom operators, unpack the business impact, and guide adoption.
3
Finally, we introduced a consult-to-sell framework tailored for Middle Eastern and African markets, ensuring that every conversation tied technology to measurable outcomes.
The Impact
The Impact
Recognized solution provider
Tier-1 operators across MENA
$8M
pipeline generated
4
POCs launched
The repositioning transformed the company from a hardware vendor into a recognized solution provider. Within months, 4 POCs were launched with Tier-1 telecom operators across the Middle East and Africa, generating an $8M pipeline and firmly establishing the brand as a strategic player in the region.
The repositioning transformed the company from a hardware vendor into a recognized solution provider. Within months, 4 POCs were launched with Tier-1 telecom operators across the Middle East and Africa, generating an $8M pipeline and firmly establishing the brand as a strategic player in the region.
Explore Other Case Studies
Explore Other Case Studies
Building the Middle East’s First Industrial Innovation Hub
Building the Middle East’s First Industrial Innovation Hub
The Middle East lacked a space for industrial players to test and validate emerging tech, leaving a major gap in the region’s innovation ecosystem.
The Middle East lacked a space for industrial players to test and validate emerging tech, leaving a major gap in the region’s innovation ecosystem.
Reinventing a Deep Tech Giant
Reinventing a Deep Tech Giant
After sanctions wiped out 75% of its $500M revenue, a Tier-1 deep-tech firm was left without access to democratic markets or a viable operating model.
After sanctions wiped out 75% of its $500M revenue, a Tier-1 deep-tech firm was left without access to democratic markets or a viable operating model.
Turning Hardware into Strategy in the Middle East
Turning Hardware into Strategy in the Middle East
A niche deep-tech firm built high-gain antennas but struggled in the Middle East, where operators saw them as costly hardware with limited value.
A niche deep-tech firm built high-gain antennas but struggled in the Middle East, where operators saw them as costly hardware with limited value.
Pivoting from Traditional Care to Scalable Health Tech
Pivoting from Traditional Care to Scalable Health Tech
A family owned German healthcare group looking to expand to the Middle East did not have a scalable, technology driven looking model to draw in investment or traction in the region.
A family owned German healthcare group looking to expand to the Middle East did not have a scalable, technology driven looking model to draw in investment or traction in the region.
Turning Hardware into Strategy in the Middle East
A niche deep-tech player built premium high-gain antennas with unmatched performance but struggled in the Middle East, where operators saw them as costly hardware with limited value.
The Challenge
Operators viewed the antennas as expensive hardware with little strategic value. Limited perceived impact, slow traction, and price objections left the business unable to break through.
The Innovatics Approach.
1
We shifted the narrative from product to solution. Instead of selling antennas, we positioned the company as a strategic partner solving critical coverage gaps.
2
To back this up, we built a consulting arm that could sit with telecom operators, unpack the business impact, and guide adoption.
3
Finally, we introduced a consult-to-sell framework tailored for Middle Eastern and African markets, ensuring that every conversation tied technology to measurable outcomes.
The Impact
Recognized solution provider
Tier-1 operators across MENA
$8M
pipeline generated
4
POCs launched
The repositioning transformed the company from a hardware vendor into a recognized solution provider. Within months, 4 POCs were launched with Tier-1 telecom operators across the Middle East and Africa, generating an $8M pipeline and firmly establishing the brand as a strategic player in the region.
Explore Other Case Studies
Building the Middle East’s First Industrial Innovation Hub
The Middle East lacked a space for industrial players to test and validate emerging tech, leaving a major gap in the region’s innovation ecosystem.
Reinventing a Deep Tech Giant
After sanctions wiped out 75% of its $500M revenue, a Tier-1 deep-tech firm was left without access to democratic markets or a viable operating model.
Turning Hardware into Strategy in the Middle East
A niche deep-tech firm built high-gain antennas but struggled in the Middle East, where operators saw them as costly hardware with limited value.
Pivoting from Traditional Care to Scalable Health Tech
A family owned German healthcare group looking to expand to the Middle East did not have a scalable, technology driven looking model to draw in investment or traction in the region.