Boosting Product Teams

I help hightech scale-ups build the right product team, structure, skills and culture to drive sustainable product success.

I Build The Right Product Team, Structure, Skills And Culture To Drive Sustainable Product Success.

Bringing new products to the market is a cross-functional journey that starts with an idea and ends with scaled market adoption. Making this journey successful requires an orchestrated effort of R&D, marketing, sales, operations and customer success teams to develop the right products and right business models to win, satisfy and retain customers while building a sustainable business.

 

While this orchestration is intuitive in the startup phase, complexity increases when product teams scale up and start to grow rapidly. Teams are pulled in multiple directions, selling success of the current product, responding to customer feedback, expanding into new market segments, launching new products, finetuning the revenue model, optimising cost and delivery processes to drive profitability. That is the moment when orchestration needs to be a bit more formalised, when product management as a function starts to take shape.

 

I help hightech scale-ups build the right product team, structure, skills and culture to drive sustainable product success.

I Focus On Scale Ups Launching Breakthrough Products

Hightech Systems

High-tech systems combine hardware, software and science to create breakthrough solutions, e.g.:

  • Advanced Medical Imaging
  • AI in Precision Diagnosis
  • Life science Equipment
  • Advanced Production Equipment
  • Robotics & Automation

Scale-ups

Scale ups transition from initial commercial traction to fast growth. This is the moment where product management can help orchestrate the increased dimensions of product success:

  • Go-to-market enablement
  • Ensuring customer success
  • Expanding into new markets
  • Business model optimisation
  • Launching new products and platforms

Challenges

Hightech systems cannot be managed like a SW-only product, there are notable differences:

  • Technology risk: combining HW, SW and Science
  • Commercial risk: requires upfront validation 
  • Operational risk: long sales and development cycles
  • Financial risk: deep investments with a long path to revenue

Why Me?

I bring a rare combination of experience, domain depth, and leadership that helps scale-ups move faster with confidence.

  • Proven experience across complex high-tech domains: medical imaging, digital  pathology, diagnostic AI solutions, life science instruments and robotics.

  • Deep expertise in product management and go-to-market for products that require technical, regulatory, and commercial alignment.

  • Outcome-driven systems thinker, able to quickly assess situations, bring clarity, and resolve ambiguity in fast-moving environments.

  • People-centric leader, connecting ideas, teams, and functions to accelerate creation and execution.

  • Hands-on, player-coach style, I lead, build, and execute alongside your team.

 

If this sounds like the support you need, let’s talk and explore whether we’re the right match.

Jasper Peeters

Trusted By High-tech Leaders 

“Jasper leads with a pragmatic, facilitative style that empowered our team with clarity and momentum.”

Niek Rijnveld

CEO Optics 11 Life

"Jasper brings structure and clarity, helping R&D and commercial teams move forward with focus and alignment."

Gerrit Sitters

GM Cell Avidity &

Co-Founder LUMICKS

"Jasper combines a unique blend of strategic insight, innovative spirit and customer focus to create winning sales strategies."

Stuart Shand

CCO IBEX AI

“Jasper bridges R&D and commercial teams with clarity and customer focus. He makes complexity actionable.”

Dirk Jan Swagerman

Sr. Director R&D, Philips Digital Pathology

A Track Record of Launching First-to-Market Products

I have launched multiple first-to-market products across medical imaging and life-science instruments. Highlights include:

  • Global roll-out of the first scalable digital pathology solution for primary diagnosis, enabling 20 fully digitised labs with 300 more underway in 2024.

  • Building a scalable go-to-market model for pioneering AI in cancer diagnostics, integrating solutions with all major platform vendors to accelerate speed and quality of diagnosis.

  • Reviving adoption of Cell Avidity as a predictive indicator for cell-therapy success, launching the next-generation platform first as a service (Avidigo) and then as an instrument (Avidion).

  • Validating new market segments for mechanobiology solutions, unlocking new applications and accelerating commercial growth.

 

What these experiences taught me:
Breakthrough science and technology are not enough. Market success requires aligning many moving parts:

  • Evidence that the value promise is real

  • A product that solves the core customer problems

  • Services that ensure successful adoption and outcomes

  • A pricing and revenue model aligned with customer value and business sustainability

  • A go-to-market model that reaches, convinces, and expands the right segments

 

All of this must be designed, built, and tested in the market through multiple iterations. That is the essence of high-tech product management: orchestrating science, engineering, commercial, and customer teams to deliver real customer and business value.

Measuring forces in biology to add new insights to drug development

Introducing Avidity, an exciting new biomarker to predict cell therapy success

Pioneering AI in histopathology diagnosis

First of a kind solution for primary diagnosis in pathology

Ways to work together.

Full-time Product Leader

Full-time
Take full ownership for 18-36 Months to build your product team, while delivering on required business outcomes.

Fractional Product Leader

2-3 days per week

Step-in for 3-6 Months to give your team a product boost and ensure critical product initiatives are executed successfully.

Strategy Sprints

Targeted projects (2–6 weeks)

Tackle high-impact product priorities with speed and clarity. 

Specific Focus Areas To be Considered

Product Strategy
  • Vision & Mission: What is the system level change we envision and what is our specific role to drive that change?
  • Market Segmentation: Which problems do we want to solve for whom?
  • Value Proposition: What will convince them to buy our product?
  • Business Model Design: How do we develop and sell our product to ensure business success?
  • Roadmapping: How do we stage Go-to-Market, product releases and technology development?
  • Financial Planning: What is our financial plan for the coming 3-5 years? 

Portfolio Management
  • Portfolio Structure: How do we structure our investments? Around products, segments, functions?
  • Portfolio Analysis: How do we determine which investments to prioritize? 
  • Strategic Agility: How often do we make portfolio decisions?

Product Development
  • Discovery & Product Requirements: How do we capture customer and business needs and translate them to effective product requirements?
  • Validation: How do we validate assumptions and hypothesis early on to ensure we make the right product decisions?
  • Product Planning: How do we stage product releases over time?
  • Lean Product Development: How do we ensure we focus on outcomes over output?

Go-to-Market
  • Customer segmentation: Which customer segments do we target first?
  • Positioning & Messaging: How will we communicate the value of our product?
  • Solution offering: What combination of product, services and terms & conditions do we offer?
  • Pricing: How do we set pricing and how do we handle discounts?
  • Customer Journey Design: How do we manage the customer journer from initial awareness to brand promotor?
  • Demand Generation: What marketing campaigns will we run to generate demand and leads?
  • Sales Enablement: What are the tools & training we put in place to enable direct sales teams and distributors?
  • Customer Success: What do we do to ensure customers are successful with our solution?
  • KOL Management: How do we build a community of promoters to amplify our message?

Product Metrics
  • Metrics: Which metrics do we track across customer journey, customer feedback, product quality, marketing, sales, operations, customer success, R&D and finance to track product success?
  • Closing the Loop: How do we bring market feedback and operational effectiveness insights back into strategy, portfolio decisions and product and go-to-market design?

Socials