Techceram

To create a road map for the future. Evaluate the global market, who was leading innovation and what place 3D printing would have on the market. This involved meetings with OEM’s in the USA, South Korea, Singapore and Germany looking for global supply chains. To find new income streams, review the internal operations and look for further revenue generation based around existing work. From the research DNA was to develop a strategic plan for growth, to be approved by the board.

The business was running a small dental manufacturing Laboratory. However, with the changes in the market meant the Directors were under pressure to not be left behind as 3D software and printing were coming to market. They also needed to find new revenue streams. Jonathan Rayfield was brought on in a Non-Executive role, backed by his strategic research team.

Identification of two leading print methodologies, DNA’s research team identified that in a new technology market there was one print method that would lead the market, this was at a time when 3D print was in its infancy, with competing, untested, technologies. Regulation 13485 regarding medical devices was also new territory for this technology. DNA assessed and using the medical expertise of Techceram confirmed resin compliance, then we sourced two OEM’s Singapore and USA and first took test models to prove them in their Lab, having done this we recommended to the board to add a sales function to sell the printers to other Labs, the first to market would not last, so this made commercial sense and so we agreed exclusivity deals with two OEM’s.

Additional revenue was created as follows: 1.) 3D print lab service, 2.) 3D Printer sales, 3.) 3D print resin recurring revenue, 4.) DNA negotiated a distributor deal with a German CNC milling machine manufacturer, adding to their supply chain a further revenue stream – the company ran the mills and had sold one or two, but the exclusivity meant sales could escalate. As a result Techceram became a supplier to well know names such as BUPA. Financial, this doubled the companies profits over three years, they were able to move to new premises, purpose fitted out. Supporting this plan DNA’s leadership worked in the business mentoring and developing the Managing Director and senior staff.