Evidence Beats Assertion
Market-driven validation to address problem-centric innovation
If you're a founder considering an SBIR application, you've likely thought deeply about how your innovation can make lives better, solve problems, or address market needs. That's a great starting point—but it's not enough to win funding or build a sustainable company.
The challenge isn't whether you've considered the market. It's whether you can articulate it with the specificity and evidence that reviewers demand and customers require.
Start With Market Reality, Not Just Technical Innovation
Too many SBIR applications fail not because the technology isn't clever, but because there's no viable market—or the applicant lacks the skills to reach it.
SBIR can fund your R&D, but it can't create a market for you.
Before diving into your application, ask yourself:
Who specifically is your first customer? Not "the military" or "healthcare providers"—an actual, identifiable buyer you can name or describe precisely.
What are they spending money on today to address this problem? If they're spending nothing, that's a red flag. Innovation doesn't create demand from nothing; it replaces inadequate solutions.
Why would they switch to your solution? For novel technology, you need to be 10x better, not 10% better. What's the pain point that makes adoption worth the risk and cost?
How do you know this? This is where evidence beats assertion. Have you talked to potential customers? Conducted pilots? Gathered data? Reviewers can immediately tell the difference between validated insights and educated guesses.
Make Market Validation Part of Your Timeline
Use SBIR's phase structure as a forcing function. Phase I should prove both technical feasibility and market hypothesis. Phase II should have a clear path to revenue articulated upfront.
Before you apply, talk to potential customers. Aim for at least 5-10 relevant conversations. Come back with evidence: what you learned, what surprised you, what validated or changed your assumptions.
The proposals that win, and the companies that succeed, are built on evidence, not aspiration.