A newly created company with a solid focus on the space sector commissioned us to define a comprehensive strategic plan that would organize its growth and turn its proposal into a platform with international reach. The objective was to have a clear roadmap to enter and scale in the market, supported by an in-depth analysis of the space sector and associated industrial services.

Within that plan, the “tractor” project was especially ambitious: to promote a space access infrastructure from a location, chosen for its geographic, logistical, and regulatory advantages. The initiative was designed to position the chosen location as an attractive European enclave for global operations, with international connectivity and a regulatory framework aligned with the community environment.

The work also required a realistic market vision: we analyzed the launch market and the related markets of the space industry, identifying key segments, competitors, barriers to entry, and regulatory factors that condition viability and the pace of adoption. This approach allowed us to ground the strategic plan in concrete decisions (what to prioritize, where to compete, and how to reduce risks).

A differentiating point was the competitive positioning. To demonstrate this, we carried out an international benchmarking of spaceports and a comparative technical-operational analysis, and we contrasted the proposal with relevant alternatives. The result was a very powerful strategic narrative: modular offshore model, operational optimization, logistical advantages, and a stable regulatory fit, building a proposal that could be defended against international references with objective criteria.

Based on this, we defined a business model with diversified revenue streams: advisory services (especially useful for generating traction from early stages), launch operations, and additional services to third parties. This architecture made the plan more solid and scalable because it did not depend on a single source of income and allowed commercial growth and operational deployment to be aligned.

The final deliverable was a strategic plan ready for management and for interaction with third parties: sectorial analysis, value proposition, positioning, operational hypotheses, and a financial framework with scenarios that allowed decisions to be made with confidence and stakeholders to be aligned. In addition, we incorporated a recommendation on the financing most consistent with the model and its evolution, reinforcing the project’s credibility with investors and partners.

Our approach was always execution so that the strategy would not remain in theory:

• Complete sectorial analysis of the space market and associated services, including segments, trends, competitors, and barriers.

• Regulatory and risk map, to ensure regulatory fit and anticipate deployment frictions.

• International benchmarking and comparative technical-operational analysis to validate the positioning and differentials of the model.

• Financial modeling by scenarios, with income structure, operational assumptions, and cash flow projection to evaluate viability and break-even points.

The key was to turn a powerful idea into a defensible and actionable plan: we tested the market fit, supported the positioning with comparative evidence, and defined a model with real scalability levers (revenue diversification, complementary services, and a coherent operational logic).

With this, the company obtained a “financeable” strategic plan: it not only explained the “what” and the “why” but also the “how” (priorities, assumptions, scenarios, and financing needs). In practice, martinsdelima delivered a document that reduces uncertainty, accelerates decision-making, and improves the ability to close alliances and financing from a position of clarity and control.