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Lgem builds photobioreactor technology for industrial-scale algae production. Their work spans health, food, cosmetics, and carbon capture. They hold patents. They operate a dedicated research facility. The market relevance of what they do is increasing rapidly as industries look for sustainable alternatives at scale.
The competitive position was strong. The commercial operation was not built to match it. The value proposition was clear to Lgem's own team but lacked the definition needed to land consistently in the market. Digital infrastructure existed but was not designed to generate or capture demand. And the sales process, which serves fundamentally different buyer types across different parts of the value chain, was fragmented with no centralised system to manage it.
The algae industry is entering a phase of rapid expansion. New applications, new buyers, new investment. The question was whether Lgem's commercial maturity would keep pace with the market opportunity. A strong technology position is necessary but not sufficient. The companies that capture market share during an industry's growth phase are the ones whose commercial infrastructure is ready when the volume arrives.
We started with the people Legm is trying to reach. Buyer persona development, in-depth market research, and customer journey mapping conducted in collaboration with Lgem's stakeholders and their chain partners. That work produced the strategic foundation everything else was built on.
The core value proposition was defined and translated into a positioning framework that could be activated across channels. This was not a messaging exercise. It was the work of articulating what Lgem does in language that resonates across buyer types who think about algae technology for very different reasons. A food company, a cosmetics brand, and a carbon capture initiative need to hear different things. The positioning framework accommodates all of them without fragmenting the brand.
From there, we designed and built the digital infrastructure. A website engineered around the commercial strategy rather than around the company's internal view of itself. A CRM implementation that centralised the sales process for the first time. An integrated content architecture designed to build long-term authority in a market where credibility compounds.
The sales process was redesigned end-to-end. Each buyer type has a mapped journey. What matters most at each stage is defined. The team has the tooling and workflows to execute consistently, regardless of which segment they are selling into.
Lgem now operates with a unified commercial foundation. A differentiated market position. Digital infrastructure that generates demand. A centralised and repeatable sales process. An ongoing content programme building authority across the value chain.
The infrastructure was designed with the trajectory of the industry in mind. Algae technology is scaling. New applications are emerging. New buyers are entering the market who were not there two years ago. The commercial system Lgem has in place absorbs that growth without requiring structural rework. The foundation was built once, and it holds. When the market accelerates, and the signals suggest it will, the system is ready.
