Steve Di Biase as President of Premier Insights, LLC advises clients on how to become more innovative and use this capability to solve important problems leading to a better life. He has authored 6 books on innovation from business texts to those just focused on helping anyone have a better life. You can find these books on my website at www.premierinsightsllc.com.
He has over 20 patents, has mentored hundreds of technical professionals and taught innovation and human resource management in both corporate and university settings. He has guest lectured at several academic institutions and has authored numerous patents, papers, and corporate publications.
If funding is not an issue then form an advisory broad with people from your industry especially those who understand your customers, competitors and other stakeholders. The Advisory Board lends credibility to your business and often bring a very helpful network with them.
If you need capital raise - up $500 K - from Angel investors who also bring marketing and industry experience with them. I'm a member of Cornerstone Angels in Chicago and we provide this kind of funding often with expert help. One caveat: You have to want the advice and help or this exercise is meaningless.
Good luck
1. First be sure you know how to ask good questions.
2. Then frame a series of question for learning how they create value from software.
3. Learn what they like and don't like about their current software solutions.
4. Ask him/her to describe what a better software solution would look like and why.
5. Determine what barriers they have to adopting new software for their firm and why these barriers exist and how much it would cost to overcome them.
6. Ask how you can help the firm overcome any barriers to adoption but focus on the "lowest barrier" first.
7.etc
Once you've framed what their problems are you can begin to position how your software can solve just 1 and only 1 problem more effectively and get them to buy something you know will work well. Be sure you work closely with the firm's team to have a good introduction.
Finally never negative sell what they use today and emphasize why your offering is desirable.
After 40 years in business, including 25 years in the C-Suite, with 3 different corporations where I led small teams of 5-10 employees to a division of 1000 people located around the world the same approach works in each circumstance with adjustments for cultural norms (e.g., delegating to a Japanese employee is a little different than to a European or US-based individual). First, one needs to accept delegation is not abdication. Then begin by asking good questions of the candidates you want to delegate to so you're certain that the person is bringing an educated point of view to the situation. Once you're convinced you have the correct person then apply routine project management techniques beginning with a description of the scope and objectives and having regular status reports. Finally, and most importantly, keep the delegated activities simple, measurable and visible. Visibility works wonders in successful delegation.