01Pillar
Market Intelligence
Competitive analysis, regulatory barriers, adoption opportunities. We map the scenario in which the vendor operates — not as research, but as an operational premise for entry decisions.
The market gap
The technology exists. The market is not yet structured to absorb it.
Between those who build and those who adopt, an operational gap remains that no commercial function, on its own, can close. That is where we step in.
Innovation outruns adoption.
Deep-tech — predictive AI, generative AI, autonomous cybersecurity, intelligent infrastructure — is ready. The organisations meant to absorb it do not yet have the procurement frameworks, channel coverage, and institutional references to do so in a structured way.
Vendors lack qualified channels.
First-rate technical founders without access to the decision makers that matter. Pilots that do not scale. Enterprise procurement that demands the governance, continuity, and language a startup commercial model cannot express.
Enterprises do not know how to buy what is new.
Not for lack of interest — for lack of structure. IT, security, and innovation functions require use cases, comparable evidence, integration with their reference SIs, and regulatory assurance. Without those, the dialogue stalls.
Three roles
We are not distributors. We are not system integrators. We are not an agency.
We are the entity that orchestrates the conditions of the market — positioning, ecosystem, access — so that a mature technology becomes adopted infrastructure.
01
Ecosystem Builder
We build the ecosystem around the vendor: system integrators, institutional advisors, sector resellers, technology partners. Where the ecosystem does not exist, we orchestrate one — selecting interlocutors aligned with the positioning, not aggregating contacts.
02
Strategic Representative
We represent the vendor with enterprise decision makers, institutions, and regulators. It is a mandate of representation, not a commercial operation: it carries the founder’s voice into rooms to which, alone, they would not have structured access.
03
Market Entry Architect
We design the end-to-end market entry: geography, vertical, priority segments, channel economics, sequence of first mandates. A path, not a campaign — built so the first regulated client becomes the precondition for the next.
Operating model · 5 pillars
An operating model for a market that must be built, not sold.
Each pillar maps to a defined deliverable, a timeline, and a hand-off. Mandates run end-to-end or per single pillar.
02Pillar
Strategic Positioning
Vendor identity, differentiating value, message architecture. The positioning that withstands an enterprise procurement review and a CISO-level conversation.
03Pillar
Channel & Access
Deliberate construction of the partner ecosystem: system integrators, advisors, sector resellers. Coverage built for go-to-market, not opportunistic aggregation.
04Pillar
Executive Access
Qualified access to CIOs, CISOs, CTOs, and innovation functions. Prepared conversations, known context, pertinent interlocutors — so that every meeting produces an advancement.
05Pillar
Pipeline & Revenue
Generation and qualification of opportunities at the mandate level, not the lead level. Each opportunity is structured so it can be closed, integrated, and referenced.
Engagement model
Mandates are multi-year, exclusive within each vertical, and governed by a representation agreement. We select vendors whose product is mature and whose management is prepared for orchestrated growth.
Verticals
Where deep-tech meets a structured buyer.
We operate in the sectors where AI, cybersecurity, and digital infrastructure are no longer optional — and where procurement functions are mature enough to absorb them.
01
Financial Services
Banks, insurance, capital markets
02Energy & Telco
Grids, oil & gas, telecommunications operators
03Public Sector & Healthcare
Public administration, defence, healthcare systems
04Advanced Manufacturing
Industrial automation, critical supply chains
05Mid-Market
Scaling enterprises, 500–5,000 FTE
Leadership
Built by operators, not analysts.
Two partners. Decades of experience across multinationals, institutional governance, and enterprise channel development. We work alongside the vendors we represent — not at a distance, not by the slide.
01
Pierre Levy
Founding Partner
Market & Institutional Connector
Corporate governance, complex M&A, relationships with institutional investors, ministries, and regulators. Builds and sustains access to the contexts in which adoption decisions are actually made.
LinkedIn
02
Massimo Pecci
Founding Partner
Senior Executive & Market Developer
Senior career in multinationals, European channel building, enterprise, public-sector, and mid-market negotiations. Designs entry strategies and sits at the table with clients’ C-level.
LinkedInThe technology exists. What is missing is a market structure to absorb it. That is precisely the problem RapSoDi exists to solve.
Pierre Levy & Massimo Pecci · Founding Partners