Built the sales motion from zero and sourced $1M+ in enterprise pipeline.

When I joined, the science worked. Nothing else did yet.

No brand. No simple way to explain what the fiber actually does. No outbound motion, and nothing built to turn a real technical edge into something a buyer outside materials science would act on.

Credibility was never the gap. The fiber is SGS certified, patented across several countries, and won the Japan Ministry of the Environment's Disaster Response Support Award in 2020. It had already been used on real spills in Japan, Mauritius and the Philippines. Manufacturing runs at about 30 kg/h against roughly 0.5 to 1.0 kg/h for competing electrospinning methods, which is what makes the price work at volume.

I joined in 2025, remote from San Francisco, brought in by my mentor Ko Nishimura, the company's COO, and working directly with him on whatever the company needed done. Working that closely with the COO, the job ran like a founding GTM role.

MTech-X's own line for what it does is that they can intentionally manipulate matter at the nano level. It is accurate, and I watched it lose people who were close to buying. A procurement lead at an airline does not need the physics. They need to know how many pads they buy, store and dispose of after a fuel spill, and whether that number goes down.

So the first thing I built was the translation. The branding, the mission and vision, the go-to-market strategy, the ICP, the outbound sequences, the deck, the one-pagers and the material the company used to talk to investors all ran off it afterwards.

Then the machine to run it on. For the first month I sent every cold message myself, recorded all of it, and A/B tested openers and CTAs until I could tell what was working from what I just liked. Then I ran that as a loop: plan the next day's outreach off what the numbers said, run it, check what came back, double down on what landed, write new angles for what didn't, and make that the next day's plan. The loop improved itself.

Once I knew what worked I automated it on PhantomBuster and n8n across LinkedIn and email, and the hours a day I had been spending on cold outreach collapsed into a fraction of that, at roughly a 3% reply rate. The people on the other end were not one kind of buyer: small grease-cleaning companies at one end, oil refineries in Texas, disaster-management agencies, state governments and Japan Airlines at the other. I had to learn how each of them buys, what compliance means to them, and what problem they actually have, which is most of what I learned working under the COO.

The pipeline came to $1M-plus. What is behind it:

• Sourced by me, qualified by the CEO.
• More than six accounts. Because of NDAs I can't name all of them.
• I took several to final-stage evaluation, some as far as CEO-level proof of concept.

The four I can name, and what each one was actually for:

• Kerala State Government, spill response, off the back of the Kochi spill.
• Daikin, a proof-of-concept nanofiber filtration material for air conditioning.
• Japan Airlines, oil absorbent pads.
• Chicking, a large UAE-headquartered fried chicken chain, grease-trap absorbents for their kitchens.

I left in October, when my US work authorization came through. Japan Airlines and Daikin have both closed since.

MTech-X had a good product, a room full of scientists, and no way to sell any of it. I left it with a brand, a mission and a strategy, a sentence a buyer could act on, an outbound system running on its own, and a pipeline I had sourced myself for the COO to carry forward.

They wanted me to stay on and move to Singapore for it. I wanted to work in the US, so we parted ways there.