ThinkIN’s technology followed objects through the physical world, and its applications reached many industries. Its investors asked Avel to help the company decide which customers and partners to focus on. The choice had to rest on what the company was ready to deliver.
A pallet waiting between production stages, a hospital pump moving between departments, a shopping cart crossing a store. Each movement carries information about how an organization operates: where resources accumulate, how equipment is used and where people spend time searching or waiting.
ThinkIN combined real-time location systems with analytics and digital representations of physical operations. In manufacturing and logistics its applications followed materials, tools and equipment through working processes. Hospitals used location intelligence to find mobile assets and see when they were available. Retail applications looked at how customers moved and how store space was used.
Each application had different buyers, operating priorities and deployment requirements. Avel worked with management to weigh their commercial potential, starting with the customer’s problem and the capabilities needed to solve it.
Customer conversations and market feedback shaped the review. She looked for where the proposition drew interest, where more work was justified and where commercial activity met too little response. The aim was to put resources behind the opportunities with the clearer path to adoption. Focusing on some meant leaving others for later.
The partner network gave ThinkIN access to enterprise customers in several markets. To judge its value, Avel looked at the activity behind each relationship.
She reviewed pipeline, geographic coverage and agreement terms across Europe, North America and Australia, and she noted which opportunities partners were developing and what help they needed from headquarters. The review separated active commercial relationships from connections contributing little to the company’s immediate priorities.
System integrators and technology partners played different roles. An integrator knew a customer’s existing systems and had the expertise to introduce another platform into its operations. Other technology relationships supported a broader offer or opened access to particular sectors.
Drawing on her earlier work in international alliances, Avel built a partner-led route to market around these contributions. It had to settle who introduced an opportunity, who developed the customer relationship and when technical specialists joined. Responsibilities between sales, support and delivery became part of the commercial design.
Choosing a market changed the work inside ThinkIN. With the leadership team, Avel examined how commercial priorities, platform capabilities and available resources fitted together. An application worth pursuing also needed people able to explain it, support its deployment and answer the customer’s requirements.
She coordinated partner training with the technical teams. Feedback from the field went back into discussions about use cases, partner support and how ready the organization was for the new direction.
The language of the offer mattered as much. A manufacturing team following material flow and a hospital managing equipment availability came to the platform with different concerns. Avel refined the proposition around those concerns, giving management, sales and partners a clear way to explain its relevance to each setting.
The assignment ended in recommendations on priority markets, positioning and partner-led development. Each one connected a commercial choice to its operating consequences: the expertise required, the support partners needed and the resources involved in serving customers. Avel made those commitments part of the growth decision.