Adopter delivers marketing strategy and messaging for deep tech and climate adaptation companies, with a focus on four sectors: biotechnology, nature finance, built environment, and energy tech. As part of discovery, Adopter interviews the client’s own customers alongside internal stakeholders and independent market research - so the strategy reflects how the market actually sees the company, not just how the company sees itself. The output defines what the company should say, to whom, and through which channels, and becomes the foundation for website content, LinkedIn, investor materials, and sales conversations. Strategy is available as a standalone project or as the first phase of an ongoing engagement where Adopter also executes across the recommended channels.
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A new generation of markets is emerging that generates nature-specific revenue streams. While it is good that nature’s value is being promoted by such developments, there are growing concerns as to their negative impacts. The unchecked monetarisation of nature could lead to its further depletion and damage. For example, unintended consequences could arise from an over-emphasis on markets predicated on one measurable metric (say, carbon reduction or offsets) while missing and negatively impacting other aspects of biodiversity. Nature markets could be responsible for yet another historic round of inequitable outcomes, and could contribute to worsening climate change. The Taskforce on Nature Markets has been established to shape these new nature markets in a way that protects and regenerates nature, ensures prosperity of nature's stewards - local and indigenous people, and contributes to meeting the climate goals.
Nature markets come in many shapes and forms. We propose a three-way classification of nature markets that are a work-in-progress and likely to evolve over time.
- Intrinsic nature markets concern first and foremost the trade of nature itself. These markets include embedded nature markets eg. the nature value of tourism.
- Offset nature markets concern investments and/or trade in aspects of nature to offset a negative impact elsewhere. These markets include carbon-linked nature markets.
- Derivative nature markets concern markets that trade instruments that reflect the value of nature embodied in the underlying economic assets and enterprises. Examples are financial instruments and markets that consider nature-related risks.
Read more about the Nature Markets in the 'What are Nature Markets' part of the Future of Nature Markets white paper.
The ambition of the Taskforce on Nature Markets is to establish the framework for building principles-based nature markets. The programme of work will seek to map existing and emerging approaches and experience, build awareness of opportunities and risks, grow a community of practitioners, encourage innovations and innovative people, advance supportive governance arrangements and create pathfinder initiatives to scale the implementation of recommended approaches and prototypes. Effectively implementing such a work programme would enable the Taskforce to contribute to the development of nature markets fit for the 21st century and beyond.
The Taskforce on Nature Markets is guided by leaders and knowledge partners drawn from policy, legal and governance, academia, market, technology, civil society and indigenous communities.
You can find more information about the sectors and communities involved with the TNM on the Taskforce Members and Knowledge Partners pages.
The Taskforce work serves two principles: a nature positive outcome and supporting shared and sustainable prosperity for the stewards of nature including local and indigenous communities. In addition, we are committed to transparency, accountability, inclusion and impact. The process will aim to deliver policy and market interventions with solid governance for both public and private actors. We believe in empowered citizens and communities, and markets that can place nature and equity at the core of our economic activity.



The framework is yours. You can hand it to your team, brief freelancers with it, or use it to align your sales and marketing conversations around the same language. Most clients continue with us into website, LinkedIn, or campaign work because we've already done the thinking - there's no re-briefing or ramp-up time, and the messaging translates directly into content without losing anything along the way. But the framework is built to be useful whether we're involved in the next stage or not.
That's often the best time to do this work. When the business changes, the messaging needs to catch up - who you're targeting, what you're saying to them, and how you're positioned against a potentially different set of competitors. A climate adaptation company moving from government contracts to commercial markets, or a biotech company repositioning ahead of a Series B, needs messaging built around where the business is heading, not where it's been. If you have existing marketing assets that need updating - website, LinkedIn, pitch decks - we can include that in the same engagement.
Yes. Good brand work gives us a head start - we're not figuring out your identity or positioning from scratch. Where we typically add value is in translating that into messaging for specific audiences, buying stages, and channels. Most brand strategies stop at high-level positioning. We take it further into the language your team uses day to day - on your website, in sales conversations, on LinkedIn, in pitch decks. We'll be clear about where we're building on what you have and where we need to go further.
A messaging framework your whole team can use. It covers your positioning, value propositions for each audience, key messages and proof points, and tone of voice guidance. It also includes a content roadmap so you know exactly how to put the messaging to work across your website, LinkedIn, and campaigns. The test is whether someone who wasn't in the room for the strategy work can pick it up and immediately communicate what your company does, who it's for, and why it matters.
You can, and they're getting better at it. The challenge is that messaging isn't a writing exercise - it's a decision-making exercise. Which audiences to prioritise, how to position against competitors, what to emphasise and what to drop. AI tools can produce content once those decisions are made. But the decisions themselves need market research, customer insight, and someone willing to challenge your assumptions about what your buyers actually care about. In climate adaptation and deep tech, that's especially important - complex technology needs to land differently depending on whether you're talking to investors, enterprise buyers, or government partners. We've spent years developing messaging for companies across these sectors, from early-stage through to scaling organisations with multiple products and audiences.
Most projects run 2-4 weeks from kickoff to a finished messaging framework. The bulk of that time is research and interviews upfront - the drafting and refinement moves quickly once we understand your market and audiences. More complex engagements can run 4-6 weeks, particularly when the company is targeting several distinct buyer groups or operating across multiple sectors. If you're working to a tight deadline, we can also run intensive one-week sprints.
Most strategy projects fall between £5,000 and £20,000. An early-stage company defining its value proposition and core messaging before going to market is a different scope from a scaling company mapping buyer journeys across multiple audiences or building a content strategy for a new market. Larger organisations repositioning ahead of a funding round or aligning messaging across complex stakeholder groups typically need the most ground covered. We price every project before starting - and for most clients, the strategy work pays for itself by preventing months of unfocused marketing spend and missed opportunities with the audiences that matter most.
Not always. If your team can already articulate your value proposition, you know exactly which audiences you're targeting and what matters to each of them, and your messaging is consistent across every touchpoint - you can probably move straight to execution. But if three people in your company describe what you do differently, or your messaging changes depending on whether you're talking to investors, customers, or partners - that's what strategy work solves. Once your positioning, messaging, and audience priorities are clear, everything that follows gets easier to produce and more effective when it lands.
