Berytech - Agrytech & Clyntech Accelerators

Founders in these programmes are rarely short on conviction. They are short on contact. Most had built something genuinely good, then described it in the language of the lab, the workshop or the grant application - never in the language of the person expected to pay for it.

So the first subject was not the customer. It was the founder. Before a team can map a journey, it has to accept that its own account of the customer is a hypothesis. Every phase began by separating what each team knew from what it assumed, out loud, in front of the cohort.

That separation did most of the work. Once a founder can see which parts of their story are evidence and which are hope, the rest of the programme stops being theory and becomes a to-do list.

About the Research
 

Our work covered the full distance from customer discovery to launch readiness:

• Segment definition: identifying who each startup was actually for - B2B, B2C or both - and which segment deserved attention first
• Persona and empathy mapping: turning vague audiences into profiles with real motivations, frustrations and goals a team could design against
• Customer journey mapping: stage-by-stage maps of goals, actions, emotions and pain points, with the opportunity named at each step
• Competitive and benchmark analysis: positioning each offering against the alternatives a customer would really consider, not against the founder's assumption of the market
• Go-to-market validation: pricing, channels, early adopters, pilot design and KPIs, pressure-tested against the operating reality of the Lebanese market

Across twenty very different businesses, the research kept converging on the same four gaps.

Naming them changed what the clinics were for. We stopped reviewing deliverables as documents and started using them as evidence, against a single question: could this team defend this decision to a buyer, a partner or an investor tomorrow?

We designed the engagement around two complementary layers: collaborative workshops that established shared tools, frameworks, and approaches for GTM readiness, and tailored one-on-one clinics that provided each startup with dedicated expert guidance, detailed deliverable reviews, and support aligned with its specific needs and challenges.

Workshop Design

The workshops were designed to translate GTM concepts and frameworks into practical, actionable tools that startups could immediately apply to their own businesses. Rather than presenting frameworks as standalone concepts, each session followed a clear progression: introducing the framework and its purpose, demonstrating how it could be applied, walking participants through its development, and providing a tangible example of the expected outcome. Templates and working tools were provided as ready-to-use resources, enabling founders to move directly from learning to application.

Relevance and contextualization were equally important to the workshop design. Examples were carefully selected to reflect the diversity of the participating startups and make each framework easier to relate to. Different business models, sectors, and customer contexts were represented across the sessions, including agri-food, Clyntech, hardware, B2B, and B2C businesses, as well as physical and digital offerings. This ensured that participants could see how the same GTM tools could be adapted to different business realities rather than being limited to a single type of startup.

Workshops set the standard; the clinics were where it had to be met. Each 45-minute session took one startup through its own deliverable line by line: the segments it had chosen, the journey it had drawn, the numbers behind its launch plan, and pushed hardest on whichever part was weakest.

The clinics were not simply a review of completed work. They were working sessions designed to test the application of each framework against the startup’s actual business context. Our experts challenged assumptions, identified gaps and inconsistencies, refined the thinking behind each deliverable, and guided founders on how to strengthen their outputs. This allowed the tools introduced in the workshops to become practical decision-making instruments, with each session adapting the methodology to the startup’s specific market, customers, offering, and stage of GTM readiness.

For teams building digital products we went further, reviewing their live apps, dashboards and websites directly and giving concrete UX and UI direction on onboarding, navigation, readability and conversion. Several of those recommendations went straight into the next release.

Reporting was also an essential part of the process, ensuring that the outcomes of each clinic were documented, tracked, and translated into clear next steps. Each clinic was structured around specific deliverables, allowing our experts to review how each business owner had applied the tools and frameworks introduced during the preceding workshops and provide focused feedback to strengthen their GTM readiness. 

Following every round of clinics, we consolidated the individual clinic outcomes into a comprehensive report submitted to Berytech, capturing the work completed, key observations, progress, and recommendations across that round. This reporting process was maintained throughout all seven rounds of clinics, culminating in a final summary report that brought together the overall journey, progress, key insights, and outcomes of the full programme.

Every phase produced a written trail rather than a verbal one:

• A review after each clinic, covering the discussion and the state of that startup's deliverables
• A consolidated report after each round of clinics, covering the full cohort
• A final phase report per startup: progress, challenges, next steps and recommendations
• A go-to-market readiness assessment scoring every team against one common standard

The reporting did what reporting is for in a programme this size: it gave Berytech one comparable view across twenty startups, it gave each founder something to act on after the room emptied, and it made progress visible between rounds instead of only at the end.

Readiness scores across the Clyntech cohort ranged from 2.5 to 4.5 out of 5. The spread was itself a finding, because it told the programme exactly where to push.

By the close of each phase, teams had moved from simply describing a technology to clearly articulating who their customer was, how they would reach them, and what the business case looked like.

Across both cohorts, six key areas of change emerged consistently: