A practical partnership for winning and growing enterprise accounts together.
A working draft — March 2026
What this is for
Spatialedge already knows how to deliver difficult technical work, and already has a real product shape: a suite of decision tools, an AI engine, and a set of products built around data pipelines, models, optimisers, orchestration, and operational decision-making.
The question is how to turn that capability into larger, better-shaped engagements in Europe and the US without building a large commercial team first, and how to extend the product suite in directions that are commercially durable.
Our proposal is straightforward. Goose Group helps identify the right customers, shape the work, and run the customer-facing strategy and product layer. Spatialedge delivers the engineering and data work. The customer gets a better outcome because the work is defined around an operational problem they actually need solved, not around a generic AI brief.
What we would do together
Pick a small number of durable operational problems inside large organizations and build account plans around them. The target is not "who wants AI?" The target is "who is still running an important part of their business on spreadsheets, email, and disconnected systems?"
That work often starts in data, but it does not end there. A customer might begin with reporting, forecasting, metadata cleanup, or document processing. Once the process is visible, the next needs appear quickly: review queues, approvals, routing, notifications, QA, discovery, inventory, or rights management. The first build becomes the foundation for the next one.
Some of those opportunities should be custom implementations built around Spatialedge's existing products. Some should become new durable platform capabilities that augment Spatialedge's suite. That is an important part of the model. Goose Group is not only helping originate work. We are also helping decide which repeated customer needs deserve to become products, and then helping carry those products into the market.
Example account: BBC
The BBC is a useful example because the underlying problem is durable. Their media pipeline will not get simpler. They will distribute through more partners and more channels. They will buy and finance more media. They will manage more rights, royalties, licenses, localization, quality checks, enrichment, and inventory creation for different surfaces.
That is not a temporary software project. It is operational plumbing at the center of how the business works. The geometry of the problem increases over time: more assets, more formats, more partners, more rules, more operational handoffs.
In many organizations, that layer still runs across Excel, email, and several systems that do not agree with each other. That is where we would start. Not with a giant transformation program. With one media workflow that should not still be living in spreadsheets.
A joint account plan with the BBC, AWS, and Databricks could define the first implementation clearly: pick one pipeline, map the current workflow, replace the spreadsheet handoffs with a structured system, add QA and enrichment where it matters, and leave the customer with something that is already useful inside a few weeks. Once one flow is working, the next ones are easier to justify.
The point is not the BBC specifically. The point is the shape of the account. Media has this problem. Automotive has it. Manufacturing has it. Logistics and field services have it. We should look for the places where retiring Excel improves how the business actually runs.
How we pick the first customers
We should build a list of 20 target accounts with this profile:
1. The process is durable. It sits close to the center of the customer's business and is only getting more complex.
2. The pain is operational. Work is being held together by spreadsheets, email, manual QA, copy-paste, or one person's memory.
3. The first step can be narrow. There is a first workflow we can replace quickly without waiting for a full enterprise transformation budget.
4. The account can expand. Once the first workflow is visible, adjacent opportunities are obvious and commercially meaningful.
The work then is to write proper account plans around those 20 customers and bring platform partners into the motion where useful. AWS, Databricks, and Anthropic are not the story by themselves. They are channels into customers who already have these problems and budget attached to them.
How the partnership would work in practice
Goose Group would own account planning, discovery, strategy sprints, product framing, and the customer-facing "what should we build first?" layer.
Spatialedge would own technical architecture, implementation, and the data / AI delivery required to make those systems work in production.
Together, that means:
Before the sale — choose targets, write account plans, define the first workflow, and approach the customer with a clear implementation thesis.
At the start of the work — run a strategy sprint that maps the process, systems, people, constraints, and first build. The customer leaves with a concrete implementation plan, not a vague ambition.
During delivery — Goose Group stays in the work as product owner and customer counterpart. Spatialedge builds. This keeps the customer conversation close to the operational problem instead of drifting into a generic engineering program.
After the first release — use the system in practice, identify the next broken handoff, and expand from there.
Across accounts — watch for repeated needs that should become part of Spatialedge's product and platform suite. Goose Group helps manage direction and product strategy for those backend platforms. Spatialedge provides the implementation capacity to build them well. Both teams then have something durable to take back into existing and future accounts.
The offerings
1. Strategy sprints — the first offer is the simplest. Goose Group runs a one-month strategy sprint, similar to the work underway at Balsam. A typical fee would be in the $30k-50k range. We interview stakeholders across the company, synthesize the findings, and leave the customer with durable insights, artifacts, a clear view of the operational reality, a list of tactical investment opportunities, and a high-level strategy for where to build first.
2. Center of excellence / structured incubator — once the customer has a direction, the next offer is to give the work a home. A COE creates a structure for teams using these mental models, with guidance, support, and a safe place to work on real cross-functional problems. The ambition is that a 4-6 week incubator cycle results in a working system, not just an idea. This is where Spatialedge delivery capacity fits naturally.
3. Ongoing VP of AI — Mike and Alex provide ongoing senior guidance around the work: office hours, mentoring teams, speaking with the executive team, helping shape investment decisions, and answering questions like "how should we invest $5m in AI next year?" This complements the COE and gives the customer continuity between initiatives.
Why this is good for the customer
The customer does not need another long discovery phase that ends in a deck. They need a team that can decide where to start, build the first useful layer quickly, and stay with the work long enough for it to become part of how the business runs.
This model gives them that. Goose Group shapes the problem and keeps the work tied to customer value. Spatialedge delivers with the technical depth to handle real data, real systems, and real operational complexity. The result is a smaller first step, a faster time to usefulness, and a cleaner path to the broader program that follows.
Building and operating centers of excellence
The center of excellence gives the energy a home. It sits alongside the customer's existing delivery teams, not in competition with them. Delivery teams handle execution. The COE handles the upstream work: discovery, requirements, rapid validation, capability transfer, and the handoff into execution once an opportunity is clear enough to build properly.
In practice, this can run as rolling cohorts. Two or three groups move through a 4-6 week incubator at the same time, each working on a live workflow problem. They continue doing their jobs, but in a different mode: designing the system that should support the work, not just carrying the work manually.
The ambition is that the incubator produces a working system. Not a memo. Not a wishlist. A real first version that can then move into a proper delivery track. This is where Spatialedge can add real muscle. A Spatialedge pod can support the cohorts moving through the incubator, helping validate ideas quickly and helping the strongest work graduate into more durable systems.
This also creates a direct path into larger engagements. The incubator finds the opportunities. The COE gives them structure. Spatialedge helps build the ones that deserve to last.
Goose Group IP
`Swerk` and `smaak` are examples of Goose Group IP: systems we built to run our own business and to leave lasting value for customers. They reflect needs we have seen repeatedly in consulting work: a place to store curated company context, reusable skills, playbooks, and the working memory that makes AI effective across a whole organization instead of for one person at a time.
These systems may also have a home inside Spatialedge's product suite. If so, Goose Group can manage product direction and strategy, Spatialedge can provide delivery resources, and together we can build them into products that complement Spatialedge's existing offerings. Jointly developed IP should be shared jointly.
Commercial structure
The commercial structure should reflect the actual work each side is doing.
Goose Group-sourced accounts — Goose Group already has customers who need help now, including accounts like Balsam and Motz. If Spatialedge helps deliver into those situations, Goose Group should continue billing for the strategy sprint, COE, and VP-of-AI work it is directly providing, and Spatialedge should participate in the downstream delivery economics where it is contributing real implementation capacity.
Strategy sprint / COE / VP-of-AI work — If the customer is buying Goose Group time, Goose Group should keep the revenue for that work regardless of whose paper carries the customer. If an existing Spatialedge customer buys a strategy sprint through Spatialedge, Goose Group fulfills it and receives the majority of that fee. The same logic applies to COE and ongoing VP-of-AI work. Spatialedge can take a small rake for carrying the account if appropriate, but the main principle is simple: the team doing the time-and-materials work gets paid for that work.
Upside on what follows — The point is not only time and materials. The point is that good strategy, COE work, and ongoing guidance should generate more implementation work downstream. That is where shared upside comes in. If Goose Group creates implementation opportunities for Spatialedge, Goose Group should participate in that upside.
Product and platform extensions — Where the work leads to a reusable product or backend platform that extends Spatialedge's suite or extends Goose Group IP, Goose Group manages product direction and strategy, Spatialedge provides implementation resources, and the licensing or operations economics are shared.
Next steps from the call
1. We want to see Spatialedge's existing account plans for current customers. The point is not only to understand how they think about customer expansion now, but to use that context to identify the right EU and US customers to target next.
2. We want to see what Spatialedge is building for customers in practice. Not just product names, but real examples of the work, how the offerings are packaged, and what customers say about them.
3. We should review the current product and offering suite together and decide where there is room for account expansion, where there is room for productization, and where Goose Group IP might complement what Spatialedge already has.
4. From there, pick the first few accounts and write the first joint account plans.
Alex Finnemore · Berlin · Book a time
Mike Joyce · Amsterdam
Current customers and related pipeline
Relevant current relationships and adjacent pipeline include Lime Bikes, Balsam, BMW Motorrad, Nissan global marketing, Motz, Siemens Mobility, and Kubota. These are useful not as a logo slide, but as proof that Goose Group is already operating across the kinds of workflow, product, and transformation problems this partnership is meant to pursue.