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Chris Kocher

Founder and Managing Director, Grey Heron

Chris Kocher is founder and managing director of venture consulting firm Grey Heron. A 30-year veteran of Silicon Valley, he brings a wealth of strategic and hands-on operating experience to the table.

Chris helps companies in disruptive markets grow their revenue and long-term shareholder value by innovating with new business models and product strategies. With his guidance, Grey Heron has worked with more than 100 companies, built breakout category leaders, helped raise over $500 million, and supported multiple advantageous exits. Clients range from early-stage startups to Fortune 500 firms including Apple, Cisco, HP, Oracle, and Visa.

Much of his work is focused on helping companies turn breakthrough technologies and platforms into compelling value propositions, enabling them to achieve rapid adoption in evolving markets such as IoT, SaaS, cloud, big data, and analytics.

Chris earned his MBA from Columbia University in Marketing and International Business, and his undergraduate degree at Princeton.

3 Posts

May 17

Value Creation & IoT Monetization (Part 3)

In Part 1 and Part 2 of this series, I looked at some of the key drivers of the IoT, its 10 main areas, the importance of ecosystems, and the 4 Values Framework. This framework is an effective way for large, established companies and emerging startups to evaluate how they can best monetize their IoT opportunities. I have already covered two of the framework’s four components: vertical integration and value creation, and in this article, I will talk about the remaining two: value migration and value delivery systems.

Mar 17

Value Creation & IoT Monetization

I recently published a three-part article on, the first of which talks about building and monetizing an IoT-ready business in a new, disrupted world. I point out that while product innovation can drive significant growth in the IoT, more needs to be done to overcome fundamental business challenges such as monetizing distinctive value and maintaining a competitive advantage. In many cases, it is advisable to devote more resources to business model innovation than to pure product innovation, as it may have a greater impact on your profitability.