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Understanding Commercialisation Readiness Level (CRL): A Strategic Scorecard for Scaling Innovations

As innovation becomes central to economic and environmental transformation—from cleantech and agri-tech to mobility, health, and water—technology readiness is only one side of the coin. Equally vital is a technology's commercial readiness: Can it be sold, serviced, and scaled? This is where the Commercialisation Readiness Level (CRL) framework comes in.


While Technology Readiness Level (TRL) measures how close a solution is to technical maturity, CRL scores evaluate the business infrastructure around the technology—its commercial model, supply chain, delivery mechanisms, pricing clarity, and scalability.


This article unpacks the CRL framework, especially in the context of engineering and hardware-based firms building climate, infrastructure, and industrial solutions. It offers founders, investors, lenders, and ecosystem stakeholders a clear lens to assess market readiness beyond the lab.


What is CRL?


Commercialisation Readiness Level (CRL) is a scale that ranges from 1 to 9, where each level represents a progressive stage in the commercial maturity of a solution or company.


It addresses the question: “Even if the technology works, is the company ready to bring it to market at scale, under varied models, in different geographies?”


CRL considers elements such as:


  • Market understanding

  • Commercial team formation

  • Partnerships and channel strategy

  • Supply chain readiness

  • Financial guarantees

  • Pricing and cost structures

  • Reference contracts

  • Service-based models (like X-as-a-Service)


Guidance on Commercialisation Readiness Levels
Guidance on Commercialisation Readiness Levels

The 9 Levels of CRL Explained


CRL 1 – Basic Understanding of Commercialisation Model

At this stage, the company has a rudimentary view of how the product will be commercialised—buy-sell, licensing, subscription, etc. There may be a single founder or technologist, with no clear sales plan or market validation.


Example: A start-up with a novel water filtration membrane but no pricing or go-to-market clarity.



CRL 2 – Good Understanding of the Markets

The company has performed market research and identified potential customer segments, value chains, and regional dynamics—especially across developed and emerging markets.


Example: The start-up has mapped out municipal water boards in India, Africa, and Southeast Asia as potential buyers.



CRL 3 – Complete Commercialisation Team in Place

A dedicated team—sales, marketing, business development, legal, and finance—is now in place, reflecting a shift from R&D to go-to-market execution.


Example: The firm hires regional managers, appoints a commercial director, and begins customer outreach.



CRL 4 – Commercial and Channel Partners in Place

The company has secured channel partners, system integrators, EPCs, or agents that can distribute or install the solution across geographies.


Example: A solar pump manufacturer signs a partnership with a local installer network across East Africa and India.



CRL 5 – Supply Chain Defined in Developed and Emerging Markets

Manufacturing, logistics, and local sourcing arrangements are established for both cost-sensitive (emerging) and performance-sensitive (developed) markets.


Example: The company sets up component sourcing in India, and final assembly in Kenya and Vietnam.



CRL 6 – Ability to Issue Guarantees

The firm is now credible enough to issue bank guarantees, performance warranties, and bid bonds—critical for government or infrastructure procurement.


Example: The firm qualifies for a large public-sector tender in India, backed by a INR 500mn performance guarantee from a national bank.



CRL 7 – Complete Understanding of Capex and Lifecycle Costs

The company can detail capital expenditure, unit costs, lifecycle costs, and maintenance schedules across operating environments—critical for value-based selling.


Example: The firm presents a cost-per-litre model over 10 years for a municipal wastewater treatment project.



CRL 8 – Commercial Reference Contracts Available

The firm can show successful paid deployments with customers, contracts signed, and performance results—building trust with lenders, equity investors, and large buyers.


Example: A global fund finances the scale-up of the solution after seeing results from 3 commercial sites in India and countries in Africa.



CRL 9 – Solution Offered as a Service (Utility Model)

At this apex level, the company can offer its product as a service—power-as-a-service, water-as-a-service, cooling-as-a-service, etc. This model requires financial partners, stable cash flows, and customer trust.


Example: A start-up installs decentralised water treatment systems at no upfront cost to rural panchayats, charging them per litre via prepaid cards.




Why CRL Scoring Matters


1. Commercial Models Signal Maturity

While TRL shows the technical feasibility, CRL shows the market viability. A mature CRL score tells the investor or customer: “This company is ready to scale—not just build.”


A TRL 8 solution with a CRL 2 score is risky: the technology works, but the business cannot scale.


Conversely, a CRL 8 company inspires confidence—it has references, pricing logic, and clear delivery mechanisms.



2. De-Risking Investment and Lending Decisions

For infrastructure lenders, sovereign funds, and impact investors, CRL helps quantify commercial risk:


  • Low CRL (1–3): High commercial risk; suited for grant or early-stage equity

  • Mid CRL (4–6): Blended finance, pilot deployments, DFI funding

  • High CRL (7–9): Ready for debt, scale-up capital, project finance


Banks, Investors and Development Finance Institutions (DFIs) often seek CRL 8–9 and TRL 9 before deploying debt capital. CRL gives them the comfort that the company can operate in diverse markets, under different financing and delivery models.



3. From Product to Platform

CRL scoring also reflects business model innovation. Moving from product sales (CRL 3–4) to utility models (CRL 9) transforms your company from a manufacturer to a platform or service operator. This opens up:


  • Recurring revenues

  • Longer customer lock-in

  • Infra financing partnerships

  • Valuation upside


But reaching CRL 9 requires significant commercial and financial engineering—not just technology.



4. Demonstrates Investor Readiness

Commercial investors increasingly seek clarity on:


  • Sales strategy

  • Delivery ecosystem

  • Pricing mechanisms

  • Revenue timelines


CRL gives them a structured view of commercial progress. Just like a startup updates its TRL in investor decks, CRL progression should be tracked quarterly.



5. Supports Government Procurement, Large Clients and Exportability

Governments need assurance that a vendor can:


  • Deliver across geographies

  • Provide spares and support

  • Meet guarantee norms


A CRL 6+ score is often necessary for public procurement or export promotion incentives, especially in climate and infra-tech sectors.



Best Practices for Building CRL Maturity


Map TRL and CRL Together

A high TRL with low CRL = technical success but commercial risk

A high CRL with low TRL = strong business model but immature technology

Your investor pitch must show alignment between the two.



Build the Team and the Channel Early

Many companies focus too long on engineering. Build sales, legal, partnerships, and logistics capacity early. This accelerates CRL growth.



Localise Commercial Infrastructure

Create or partner for local delivery in each key geography. In emerging markets, channel partners and service networks are more important than brochures or websites.



Create Flexible Business Models

Adapt to context—sell units in the EU, offer leasing in India, and go utility-model in Africa. Higher CRL = model flexibility and financial adaptability.



Get Scored by Experts

As with TRL, regular third-party CRL scoring builds trust and transparency. Integrate it into investor updates, bid submissions, and partnership presentations.



Conclusion

As the climate economy scales up, and technologies transition from lab to land, CRL scores are becoming a key determinant of success.


CRL is your go-to-market scorecard. It shows how ready you are to scale—not just technically, but commercially. It reflects your understanding of customers, cash flows, supply chains, and service models.


For technology founders, CRL is both a mirror and a compass.

For investors and lenders, it is a decision-making tool.

For policymakers and accelerators, it is a framework to build scalable ventures.


A TRL 9 technology with a CRL 3 is still in the danger zone.

A TRL 7 technology with a CRL 8 might scale faster—with the right investors and partners.


The future belongs not just to those who invent—but to those who can deliver at scale.



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