The starting point
Technically strong teams often lead with infrastructure, features, or protocols. Investors, partners, and public-sector buyers need to understand which problem is being solved for whom, why it matters now, and which next implementation step is credible.
The task was therefore not cosmetic pitch editing. It required one shared system that exposed assumptions and returned very different projects to the same defensible business questions.
The work
Paul Krügel developed and facilitated a positioning-and-mission flywheel for 23 teams. It connected vision, present-tense mission, customer jobs, pains and gains, value mapping, and segment-specific messaging.
Teams had to connect features to customer jobs, expose pains no service addressed, and tie promised gains to proof. That separation between claim, evidence, and gap is now a core part of the FoundMatter method.
The visible output
Each session produced working documents rather than passive course consumption. Positioning connected to business model, pricing, GTM, partner development, and investor readiness.
At the UNDP Impact Showcase during Proof of Talk 2026, seven teams were placed in a clear implementation and partnership context. FoundMatter takes the same role into software: structuring technical strength so buyers, partners, and investors can make the relevant decision.