Intuitive Machines Strategy and Business Model

Executive Overview

Intuitive Machines is a Houston-based space infrastructure company focused on lunar transportation, communications, and related space systems. Founded in 2013, the company has evolved from an engineering-led aerospace contractor into one of the most visible commercial players in the emerging cislunar economy. Its February 2024 IM-1 mission, carrying the Odysseus lander, achieved the first U.S. soft landing on the Moon since 1972, giving the company valuable flight heritage in a market where real mission experience is scarce. Intuitive Machines’ strategy is broader than selling one lunar lander at a time. It is trying to build a position in lunar access, lunar data and communications services, and adjacent space products and infrastructure that can support repeated missions. The company operates primarily in the United States, but its mission domain is the Earth-Moon system and its customer set can include government, commercial, research, and international payload users. NASA is its most important customer today. In FY2024, Intuitive Machines generated about $228 million of revenue, reflecting rapid growth as major lunar and space infrastructure programs moved into execution.

Intuitive Machines at a Glance

Logo
Common name	Intuitive Machines
Full legal name	Intuitive Machines, Inc.
Headquarters	Houston, Texas, United States
Ownership	Public company (Nasdaq: LUNR)
Ticker	LUNR
Exchange	NASDAQ
Market Cap	$4.55B
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 2013; won early NASA Commercial Lunar Payload Services work; became public through a 2023 business combination with Inflection Point Acquisition Corp.; IM-1 Odysseus achieved the first U.S. soft lunar landing since 1972 in 2024; IM-2 Athena followed in 2025.
Industry or industries	Space infrastructure, aerospace and defense, lunar services, space systems engineering
Key products or services	Lunar lander missions, payload delivery, lunar communications and navigation services, space products and engineering, mission operations, lunar mobility development
Geographic footprint	Operations concentrated in the United States; missions and service offerings aimed at cislunar space; customers primarily U.S. government with additional commercial and international payload opportunities
Business segments as officially reported	Space Products and Infrastructure; Data Services
Company website	https://www.intuitivemachines.com/

1. What Is the Strategy of Intuitive Machines?

Using the Playing to Win framework, Intuitive Machines’ strategy can be understood as an effort to turn early lunar mission wins into a broader position in lunar infrastructure. The company’s public materials emphasize access to the Moon, lunar communications and navigation, and adjacent space products rather than a single-point product business.

1. 1a. What is the winning aspiration of Intuitive Machines?

   Intuitive Machines’ winning aspiration is to become a core infrastructure provider for lunar activity, not just a contractor for isolated missions. In plain terms, the company wants to be one of the firms that helps make sustained robotic and eventually human operations on and around the Moon practical. Public messaging consistently points to enabling lunar access, communications, and surface operations. Unlike some industrial companies, Intuitive Machines has not centered investor communications on a single long-range revenue or margin target; instead, its near-term scorecard is contract capture, backlog conversion, mission execution, and platform expansion.

2. 1b. Where does Intuitive Machines play?

   Intuitive Machines plays in the emerging cislunar economy, especially in markets where NASA demand can anchor early commercial capability. Its chosen arenas include lunar delivery missions, lunar communications and navigation services, lunar surface systems such as mobility and hoppers, and adjacent space products and infrastructure work. Geographically, the business is U.S.-centered in terms of facilities and procurement, but its operational theater is the Earth-Moon system. Customer-wise, it is focused first on U.S. government demand and then on commercial, research, and international payload users that can ride on the same infrastructure.

3. 1c. How does Intuitive Machines plan to win?

   It plans to win by combining scarce flight heritage with a broader infrastructure thesis. Odysseus gave Intuitive Machines credibility that many early-stage lunar competitors still lack. The company is trying to build on that by reusing mission architectures, developing a family of lunar vehicles, and moving into communications and navigation services where revenue could become more repeat-driven. Its value proposition is that customers can buy access to the Moon, mission integration, and eventually data and communications services from a specialist already embedded in NASA’s lunar ecosystem. The strategy is differentiated by systems integration, mission execution, and participation in programs such as Commercial Lunar Payload Services and Near Space Network Services.

4. 1d. What capabilities must Intuitive Machines have in place?

   The required capabilities are demanding: spacecraft and lander design, guidance navigation and control, propulsion, avionics, flight software, mission operations, systems engineering, environmental testing, launch integration, and rigorous proposal and contract-management skills for government programs. Just as important, Intuitive Machines needs program-management discipline to execute fixed-price and milestone-based work without destroying margins. To support its infrastructure ambitions, it also needs network architecture, communications payload expertise, and partner-management capabilities for multi-party programs such as lunar mobility.

5. 1e. What management systems does Intuitive Machines require?

   Its management systems need to look more like those of a high-reliability aerospace prime than a typical venture-backed technology firm. That means formal design reviews, mission assurance processes, cost and schedule controls, supplier oversight, launch-readiness gates, and disciplined cash management tied to milestone billing and working capital. It also needs portfolio management systems that distinguish customer-funded development from internally funded bets, since the company is simultaneously executing current missions and investing in future lunar infrastructure categories.

2. What Are the Current Strategic Initiatives of Intuitive Machines?

Based on the company’s FY2024 reporting and subsequent public updates, Intuitive Machines’ current strategic initiatives are specific and programmatic rather than abstract.

• Execute follow-on lunar missions after IM-1. After the 2024 Odysseus mission, Intuitive Machines continued work on subsequent Nova-C missions. IM-2, branded Athena, extended the company’s lunar campaign toward the south polar region and included NASA and commercial payloads, including a drill-related water-ice prospecting payload and a hopper demonstration. IM-3 remains strategically important because repeat missions matter more than a single first landing.
• Build out lunar communications and navigation services. One of the most important initiatives is the company’s work under NASA’s Near Space Network Services contract, awarded in 2024 with a large maximum potential contract value over its base and option periods. The strategic significance is that this pushes Intuitive Machines toward service infrastructure around the Moon rather than one-time delivery only.
• Develop lunar surface mobility. In 2024, NASA selected Intuitive Machines’ Moon RACER team for early work under the Lunar Terrain Vehicle Services program. This initiative broadens the company from “getting to the Moon” into “operating on the Moon,” which could deepen customer relationships and increase mission content per contract.
• Expand a reusable product family. Intuitive Machines has continued to discuss Nova-C, larger Nova-D concepts, and Micro-Nova hopper systems. The strategic logic is platform reuse: common avionics, software, propulsion, and operations know-how should reduce non-recurring engineering and improve mission cadence over time.
• Convert technical milestones into commercial credibility. Public mission execution matters because the lunar market is still early and trust-based. Each mission, even when imperfect, helps validate hardware, refine landing and operations procedures, and support future contract capture with NASA and other customers.
• Diversify revenue mix within a government-led market. NASA remains the anchor customer, but Intuitive Machines also sells payload capacity and related services to commercial and research users. Over time, the company appears to be trying to reduce dependence on pure mission-delivery revenue by adding communications, mobility, and infrastructure services.

3. What Is the Business Model of Intuitive Machines?

Intuitive Machines makes money by selling high-value mission services, space systems work, and, increasingly, infrastructure-oriented services around the Moon. The business model is best understood as a mix of aerospace contracting, mission integration, and long-term platform building.

• What customers actually buy: Customers buy payload delivery to the lunar surface, mission design and execution, communications and data-related services, engineering support, and space products and infrastructure work. For NASA, these purchases often sit inside larger exploration programs. For commercial users, the company can sell payload slots or mission participation.
• Recurring or repeat-driven versus one-time: Much of the current revenue is program-based and milestone-driven rather than subscription-like. A lunar mission is inherently discrete. However, the business can still become repeat-driven if customers return for multiple missions, if NASA issues follow-on task orders, and especially if data and communications services mature into an operating network around the Moon.
• How pricing power works: Pricing power is not broad-based in the consumer sense. It comes from technical scarcity, limited qualified competitors, and flight heritage. At the same time, many contracts are competitively bid, which constrains pricing. In practice, Intuitive Machines has more room to price around unique mission capability than around standardized volume products.
• Why the business mix matters: The mix between contract engineering, hardware production, mission delivery, and future network services is crucial. Mission and hardware work can be lumpy and execution-sensitive. Communications or data services, if deployed successfully, could support more repeatable and potentially higher-quality revenue.
• What drives gross margin, operating margin, and cash generation: Gross margin depends heavily on execution against fixed-price or milestone-based programs, supplier and launch costs, and how much rework or anomaly resolution a mission requires. Operating margin is influenced by the level of internal investment in future platforms and infrastructure. Cash generation depends on milestone billing, working-capital timing, inventory and procurement for long-lead items, and the balance between customer-funded development and internal spending.
• Revenue model: The revenue model is primarily contract-based, with milestone payments, task orders, and engineering or program services. It is not a subscription software model. The most important strategic shift under way is from a purely project-based model toward one that may include service-style infrastructure revenue in lunar communications and navigation.

4. What Products and/or Services Does Intuitive Machines Sell?

Intuitive Machines sells a combination of mission services and space systems rather than a simple catalog of finished products.

• Nova-C lunar delivery missions. Nova-C is the company’s best-known product family today. It is designed to transport payloads to the lunar surface under NASA and commercial missions. This is the most visible offering and, in strategic terms, the one that established Intuitive Machines’ brand.
• Micro-Nova hopper systems. These are designed to extend local exploration beyond the landing site. Strategically, a hopper can increase the amount of surface utility Intuitive Machines can sell per mission.
• Nova-D and larger lunar cargo concepts. These represent expansion beyond smaller delivery missions toward heavier lunar logistics and infrastructure support. They are important as growth options even if near-term revenue is still more tied to currently contracted programs.
• Lunar data, communications, and navigation services. This includes the architecture Intuitive Machines is building around lunar relay and near-space network services. Strategically, this may become one of the most important categories because it points to service revenue rather than one-off lander revenue.
• Space products and infrastructure work. The company also provides engineering, mission operations, and space-system capabilities that support government and commercial customers beyond a single lunar lander sale.
• Lunar mobility development. Through the Moon RACER team and related work, Intuitive Machines is participating in the development of lunar terrain vehicle services. This is still emerging, but it matters because it extends the company’s role from delivery into surface operations.

In near-term economic terms, government-funded mission work and space infrastructure programs appear to drive most revenue. In strategic terms, data services and mobility could become disproportionately important if the lunar market deepens.

5. What Are the Key Competitors or Peers of Intuitive Machines?

Because Intuitive Machines spans lunar delivery, data services, and space systems, it does not have one perfect peer set. The companies below are the closest direct competitors or relevant comparables.

The key point is that competition changes by product line. In lunar delivery, the competition is relatively concentrated. In broader space systems, Intuitive Machines also competes with much larger primes and infrastructure specialists.

6. What Is the Marketing Strategy of Intuitive Machines?

Intuitive Machines’ marketing approach is institutional and technical rather than mass-market. Its real audience is NASA procurement teams, government program managers, commercial payload buyers, strategic partners, and prospective employees with specialized aerospace skills. Public materials suggest that the company’s “marketing” is driven mainly by mission credibility, contract wins, technical differentiation, and visible execution milestones.

Brand matters, but not in a consumer-advertising sense. The Odysseus mission materially raised awareness of Intuitive Machines because it demonstrated real lunar capability. That kind of visibility can support payload sales, recruiting, investor interest, and partner formation. Still, marketing appears to be a supporting capability rather than the central source of advantage. In this market, source-selection trust, proposal quality, technical performance, and past mission results matter more than promotional spend.

7. What Are the Key Customer Segments of Intuitive Machines?

Intuitive Machines serves a relatively narrow but strategically important set of customers.

• NASA and U.S. civil space programs: This is the company’s core customer segment today and likely the dominant revenue source. Programs tied to lunar delivery, communications, and exploration infrastructure are especially important.
• Other U.S. government customers: As its space systems capabilities broaden, Intuitive Machines can address adjacent government demand beyond NASA, especially where mission operations, communications, or space infrastructure overlap.
• Commercial payload customers: Companies that want to place instruments, technology demonstrations, or other payloads on lunar missions can buy capacity or mission participation.
• Research institutions and international users: Universities, research organizations, and international entities can also be payload customers on lunar missions.

The customer base is not highly diversified today in the way a mature industrial distributor or software vendor might be. It is still concentrated in government-led demand, especially NASA. That concentration creates both opportunity and risk: large contracts can be transformational, but procurement timing and budget priorities matter a great deal.

8. What Is the Sales Model of Intuitive Machines?

Intuitive Machines sells primarily through a direct business-development and proposal model. This is not a channel-heavy company. It wins work by responding to government requests for proposals, competing for task orders, building relationships with agencies and primes, and directly selling payload opportunities to commercial and research customers.

The sales cycle is long, technical, and high stakes. Government sales depend on capture planning, bid discipline, pricing, compliance, and past performance. Commercial payload sales are smaller in value but still require technical integration and mission assurance. Teaming arrangements also matter: on larger or more complex programs, Intuitive Machines may partner with other aerospace firms rather than trying to provide every capability alone.

This channel structure affects the business in several ways. It tends to support deeper customer intimacy with a relatively small number of sophisticated buyers, but it also makes growth lumpier because contract awards come in waves rather than steady daily transactions.

9. In What Geographies Does Intuitive Machines Operate?

Intuitive Machines’ operational footprint is concentrated in the United States, especially around Houston, Texas, where it is headquartered and where much of its engineering, manufacturing, integration, and mission activity is centered. Launch activity is tied to U.S. space infrastructure and third-party launch providers.

Its customer footprint is also primarily U.S.-centric today because NASA and other U.S. government demand anchor the business. That said, the company’s payload and mission offerings can extend to international and commercial users. In practical terms, Intuitive Machines is better understood as a U.S.-based aerospace company operating in the cislunar domain than as a traditional multinational with factories and sales offices spread across many countries.

10. Who Are the Owners of Intuitive Machines?

Intuitive Machines is a publicly traded company listed on Nasdaq under the ticker LUNR. Based on public filings available in 2025, ownership included public-market institutional investors as well as meaningful insider ownership from the company’s founders and affiliated pre-listing holders. Co-founders Stephen Altemus, Kam Ghaffarian, and Tim Crain have remained important figures in the company’s ownership and governance history. Public filings did not indicate government ownership, and the company did not appear to have a single disclosed majority shareholder.

11. How Is Intuitive Machines Organized?

Intuitive Machines is organized more like a program-led aerospace contractor than a mass-market product company. Legally, it is a public company. Operationally, it appears to be built around shared engineering and mission capabilities that support multiple programs at once.

As of FY2024, the company reported two segments: Space Products and Infrastructure and Data Services. That reporting structure is useful for investors, but the real operating model likely cuts across those lines. Core functions such as systems engineering, software, propulsion, manufacturing, testing, mission operations, and business development support multiple mission families. This matters because cost, know-how, and technical risk are shared across lunar delivery, mobility, and communications initiatives.

12. How Does Intuitive Machines Operate?

Day to day, Intuitive Machines operates through a sequence typical of complex aerospace programs:

1. Capture work. The company identifies NASA and other opportunities, forms teams where needed, and competes for awards.
2. Design and engineer missions. It performs systems engineering, software development, propulsion and avionics integration, and payload interface work.
3. Build, integrate, and test. Spacecraft and mission systems must be assembled, validated, and tested under demanding environmental and reliability requirements.
4. Coordinate launch and mission operations. Intuitive Machines works with launch providers and then conducts mission operations, including in-space navigation and lunar landing execution.
5. Deliver mission outcomes and data. Once on mission, value comes from payload delivery, communications, operations support, and the resulting technical and commercial data.

The operating bottlenecks are the ones typical in space systems: long-lead components, launch schedules, testing throughput, anomaly resolution, and the unforgiving nature of mission reliability. Because many programs are fixed-price or milestone-based, operational discipline is financially as important as technical excellence.

13. What Are the Growth Opportunities for Intuitive Machines?

The most plausible growth opportunities for Intuitive Machines come from extending its early lunar mission credibility into broader infrastructure categories.

• Repeat lunar delivery missions: Follow-on work under Commercial Lunar Payload Services and similar programs can turn a successful lander architecture into a repeat business rather than a one-off event.
• Lunar communications and navigation: The Near Space Network Services opportunity is especially important because it could create a more recurring service model around the Moon. The contract ceiling is large, but actual revenue will depend on tasking and execution.
• Lunar mobility and surface systems: Moon RACER and related surface capabilities could expand the company’s role from transport to operations, increasing its share of lunar program value.
• Larger cargo and platform families: If Intuitive Machines can scale from Nova-C to larger systems while reusing core technology, it could address heavier lunar logistics and infrastructure demand.
• Commercial and international payload growth: Over time, a broader customer base could reduce dependence on NASA-only mission economics.
• Adjacent government space infrastructure work: The company’s mission systems and communications capabilities may create growth opportunities beyond strictly lunar payload delivery.

Main constraints are equally clear: mission execution risk, customer concentration, launch and supplier dependencies, capital intensity, and the fact that the lunar economy is still immature and government-led.

14. What Is the History of Intuitive Machines?

Intuitive Machines was founded in 2013 by Stephen Altemus, Kam Ghaffarian, and Tim Crain. The company was built by leaders with deep aerospace and NASA experience and initially developed advanced space systems and engineering capabilities before becoming widely known for lunar ambitions.

A major turning point came when NASA selected Intuitive Machines for Commercial Lunar Payload Services work, validating its lunar lander approach. Another turning point came in 2023, when the company became publicly traded through a business combination with Inflection Point Acquisition Corp.

Its highest-profile milestone came in February 2024, when the IM-1 mission delivered Odysseus to the lunar surface, marking the first U.S. soft lunar landing since Apollo. In 2024, Intuitive Machines also won strategically important communications work under NASA’s Near Space Network Services program and advanced its Moon RACER concept under NASA’s lunar mobility efforts. In 2025, the company flew the IM-2 Athena mission, reinforcing that its future depends on building a repeat mission cadence rather than a single historic landing.

15. What Are the Key Suppliers to Intuitive Machines?

Suppliers matter a great deal to Intuitive Machines because spacecraft programs depend on highly specialized, low-volume, space-qualified inputs. Public disclosures do not provide a full vendor-by-vendor map, but the strategically important supplier categories are clear.

• Launch services providers: SpaceX has been the publicly disclosed launch provider for major Intuitive Machines lunar missions, making launch availability and integration an important external dependency.
• Space-qualified electronics and avionics suppliers: Long-lead semiconductors, sensors, radios, and control systems are essential and can be difficult to source at the required reliability levels.
• Propulsion and structural component vendors: Tanks, valves, machined aerospace parts, propulsion-related hardware, and composite or metal structures are critical inputs.
• Power and communications suppliers: Solar arrays, batteries, power-management hardware, antennas, and communications components are core to mission performance.
• Specialized testing and manufacturing partners: Even when Intuitive Machines performs key integration internally, outside vendors still matter for fabrication, qualification, and certain subsystems.

Supplier structure matters strategically because a missed part delivery or single-source component issue can move a launch schedule, increase rework, and pressure margins on fixed-price programs.

16. How Does the Supply Chain of Intuitive Machines Function?

Intuitive Machines’ supply chain functions less like a consumer electronics chain and more like an aerospace program network built around long lead times, technical qualification, and launch deadlines.

1. Sourcing: The company procures specialized electronics, propulsion components, structures, power systems, and communications hardware from qualified vendors.
2. In-house integration: High-value integration, software loading, testing, and mission-specific configuration are central internal activities.
3. Program scheduling: Procurement timing has to line up with testing windows, customer payload integration, and launch manifest dates.
4. Launch and mission logistics: Final shipment, launch-site coordination, fueling and integration activities, and operational readiness are all part of the chain.
5. Post-launch operations: In a mission business, the “supply chain” does not stop at shipment; it extends into communications support, mission operations, and anomaly response.

Reliability and schedule discipline are more important than pure lowest-cost sourcing. Export controls, component obsolescence, limited supplier bases, and launch-window dependencies make flexibility valuable but hard to achieve.

17. What Is the Technology Strategy of Intuitive Machines?

Technology is central to Intuitive Machines’ competitiveness. The company’s public strategy suggests it wants to own the mission-critical technologies that differentiate lunar access and infrastructure while relying on partners for selected external services such as launch.

• Own the core mission stack: Precision landing, guidance navigation and control, propulsion, avionics, software, and mission operations are the technical heart of the company.
• Reuse platforms where possible: A family approach across Nova-C, Micro-Nova, and larger concepts can reduce non-recurring engineering and improve reliability through repetition.
• Move from vehicles to infrastructure: The technology roadmap extends beyond landers into communications, navigation, and surface systems, which is strategically important because those categories can become more service-oriented.
• Use flight as validation: In space systems, real missions are part of the technology strategy because flight heritage is one of the strongest forms of proof.

Technology at Intuitive Machines is both an internal enabler and part of the customer offering. Customers are not only buying a mission outcome; they are buying the confidence that the underlying systems can perform in deep-space conditions.

18. What Is the R&D Strategy of Intuitive Machines?

R&D is an important part of the Intuitive Machines story because the company is building products for a market that is still being defined. Its research and development strategy appears to emphasize customer-funded innovation where possible, combined with selective internal investment in future platforms and infrastructure.

Several themes stand out. First, mission execution itself is part of R&D: every lunar mission generates data that informs later landers, software, operations, and payload integration. Second, the company appears to be developing a product family rather than one isolated vehicle, which should improve reuse of subsystems and engineering knowledge. Third, Intuitive Machines is extending R&D beyond landers into communications, navigation, and mobility, suggesting that it wants technical optionality across the lunar stack.

Significant innovations associated with the company’s public roadmap include Nova-C, Micro-Nova hopper capabilities, larger cargo concepts, and lunar communications infrastructure. In this business, the line between R&D and operations is blurry because flight missions are both commercial deliveries and technology demonstrations.

19. What Is the Finance Strategy of Intuitive Machines?

Intuitive Machines’ finance strategy is oriented toward growth, liquidity, and execution rather than shareholder yield. As an early-stage public space infrastructure company, it needs to fund working capital for major programs, absorb the timing effects of milestone payments, and invest selectively in future platforms that can expand beyond one-off mission revenue.

• Liquidity first: Cash availability matters because aerospace programs can require significant spending before milestones are billed and collected.
• Disciplined contract economics: Fixed-price and milestone-based work can generate attractive revenue growth, but only if program execution is tightly controlled.
• Reinvestment over payouts: The company’s posture is consistent with reinvesting in missions, infrastructure, and technology rather than emphasizing dividends or buybacks.
• Backlog and contract quality matter: Large awards support the growth narrative, but investors still need to distinguish between contract ceilings, funded backlog, and realized revenue.
• Capital allocation supports strategy: The best use of capital is likely in capabilities that make future missions more repeatable and create higher-value services, especially communications and infrastructure categories.

In short, finance is not a back-office function for Intuitive Machines. It is part of the strategy, because liquidity, milestone discipline, and portfolio choices determine how aggressively the company can pursue the lunar infrastructure opportunity.

20. How Companies Like Intuitive Machines Leverage Independent Consultants through Umbrex

Umbrex has built a global community of more than 8,000 independent management consultants based in more than 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top firms. Companies like Intuitive Machines use Umbrex when they need top-tier strategic or operational expertise without hiring a full consulting team with the overhead of a large firm. Umbrex consultants work across strategy, operations, organization, marketing, sales, finance, technology, ERP, and AI. For a company pursuing lunar infrastructure, the most valuable projects are usually the ones that connect mission execution with scalable economics.

• Lunar portfolio strategy: Prioritize investment across Nova-C, Micro-Nova, Nova-D, mobility, and data services based on risk, capital intensity, and likely contract conversion.
• NSNS commercialization strategy: Develop pricing, target-customer segmentation, use cases, and partnership models for lunar communications and navigation services as they move from contract award to market offering.
• Government capture excellence: Design a more rigorous bid/no-bid process, proposal operating model, and account planning approach for NASA and adjacent government opportunities.
• Program margin improvement: Build tools and management routines to improve cost control, milestone forecasting, and fixed-price program execution.
• Supply-chain resilience: Map single-source risks, improve long-lead procurement planning, and redesign supplier governance for space-qualified components and launch dependencies.
• Manufacturing and test operations scale-up: Redesign integration, testing, and launch-readiness processes to support a higher mission cadence with less schedule slippage.
• Partner ecosystem strategy: Structure alliances and governance models for programs such as Moon RACER, payload partnerships, and communications infrastructure development.
• ERP and project-accounting upgrade: Improve program controls, procurement visibility, earned-value-style reporting, and cross-functional data flows between engineering, finance, and supply chain.
• Working-capital optimization: Improve milestone billing discipline, cash forecasting, inventory planning, and contract-structure analysis to reduce funding strain.
• Go-to-market refinement for payload and services customers: Clarify which commercial, research, and international customers should be targeted directly, which should be served through partners, and how offerings should be packaged.