Eric Eskey

I help early-stage teams avoid wasting 6–12 months on the wrong Product-Market & GTM bets | Founder, Dark Horse Works | De-risking demand, adoption & commercialization in health-tech and B2B

Dark Horse Worksex-Strategynex-Tektronix

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Most growth bets fail before launch. Not because the team can’t execute, but because they misread demand, adoption, buying reality, or the job customers are truly trying to get done.

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That’s the problem I work I help leadership teams, founders, and innovators make better growth bets by uncovering what customers actually want, what adoption requires, and where demand is real before capital, time, and credibility get My work sits at the intersection of market discovery, customer insight, commercialization, and growth strategy, especially in health-tech and other complex B2B environments where promising ideas often fail in the messy space between invention and real-world Over the course of my career, I’ve moved from building products to evaluating which products were worth building to helping leaders make smarter decisions about where to invest, how to position, and what the market will actually pull That path has included:* developing products at Tektronix and HP* evaluating adjacent-market opportunities and early product-market-fit questions at HP* leading market-discovery and growth-strategy work at Strategyn* helping build EY’s digital strategy and innovation practice* guiding health-tech founders and scientist-entrepreneurs through commercialization, reimbursement, and adoption challenges* founding Dark Horse Works and GrayWave Health to focus this mission more directlyAcross that journey, one lesson has stayed constant, that great ideas rarely fail because they lack technical They fail because the market is misunderstood, the wrong stakeholder is prioritized, adoption friction is ignored, or leaders back the wrong assumptions with too much That’s why I care so much about helping teams answer questions like:* What problem is truly worth * Who is the customer we must win * Why is adoption slower than * What do buyers, users, and referrers actually care * Which opportunity is worth backing, and which is a I’m especially energized by work involving:* health-tech and medtech* diagnostics and care innovation* B2B ventures facing complex adoption dynamics* commercialization strategy* growth decisions under uncertaintyIf you’re working on a high-stakes growth bet, a commercialization challenge, or a market question that feels too important to answer with internal opinion alone, I’d welcome the conversation.