Keith Modzelewski founded Quarry North after leading sales and marketing, designing incentive programs, training sales teams, and building commercial pipelines. We work with CEOs and commercial leaders whose next stage of growth requires a more consistent way to sell.
At Voltaic Coatings, Keith and the team developed electroconductive polymers targeting replacement layers in OLEDs and thin-film solar. The company licensed university technology, won non-dilutive funding, and gained Fortune 100 interest. The team also spent too long focused on the technical milestone and not enough time answering the commercial questions: what would it cost to manufacture, where would it fit in the supply chain, and who had enough reason to change? The material worked at the benchtop. The business economics did not, and the company stopped.
At SolarCity, Keith’s work extended beyond his own sales. He trained approximately 20 reps and designed a stakeholder incentive program. Customer pull-through in the area improved significantly, from 20% to 85%. At Clean Energy USA, he led sales and marketing changes that increased revenue 20% year over year. Those experiences shaped our approach: connect the offer, incentives, and sales process so the organization can execute them.
Energy Fox brought the lessons together. Keith and the team built commercial solar projects around the full purchase decision: financing, USDA grants, utility interconnection, engineering, installation, and payback. The business reached more than $7 million in contracted pipeline. Quarry North applies that experience to growing technical companies: understand the buying decision, find the gaps, and build a process the team can use.
These results come from Keith’s operating and advisory roles before Quarry North. They describe the context and scope of the work, rather than a promised outcome for a new engagement.
Clean Energy USA (Director, Sales & Marketing, 2020–2022). Keith led a sales and marketing transformation that increased revenue 20% year over year and opened new small-business markets. Inbound changed from roughly eight qualified leads per month to 48. Commercial sales program design increased average contract value 23%.
SolarCity (Builder Energy Manager, 2014–2016). Keith trained approximately 20 reps across the regional team and designed a stakeholder incentive program. This work helped increase customer pull-through in the area from 20% to 85%. His own sales performance reached 257% of quota, averaging 18 installs per month against a quota of seven.
Energy Fox (Founder + CEO, 2022–2025). Keith led an eight-person team and trained people outside sales roles to sell. He also built an inbound funnel and implemented HubSpot with a multistage pipeline for 12–14 month commercial solar sales cycles. The business reached $7M+ in contracted pipeline, with individual deals up to $4.2M and a 25% year-over-year increase in contract value. The contract portfolio was sold in 2025.
Energize Delaware (Commercial Manager, 2022–2024). Keith directed $34M+ in clean-energy capital deployment across municipal, commercial, and nonprofit sectors and managed six external commercial partnerships. This was capital deployed into projects, not sales revenue.
East Stroudsburg University (Director of Entrepreneurship and KIZ Coordinator, 2017–2020). Keith managed the regional Keystone Innovation Zone and worked as a fractional CRO, helping 18 of the 30 companies reach at least $200,000 in annual revenue growth each, the increase that reaches the program’s $100,000 annual credit cap, subject to qualifying KIZ revenue and program eligibility. He also helped companies from India and China enter the U.S. market. The portfolio spanned homeland security, life sciences, biotechnology, healthcare, information technology, and advanced manufacturing. He served as PASSHE Liaison for the State System Business Plan Competition. PA KIZ credit formula.
Voltaic Coatings (Founder, 2010–2015). Keith worked with an international team across the United States, Chile, and the United Kingdom. The company raised roughly $250,000 in non-dilutive funding, including a $150,000 NSF Small Business Innovation Research Phase I award, became a top-three finalist in the Italy Polymer Challenge, and participated in Startup Chile. Benchtop performance did not solve the manufacturing economics, and the company stopped. Knowing when the commercial case does not work is part of the job.
Robotics and advisory work. Keith served as a formal mentor and advisor to Tric Robotics during the NSF National I-Corps program, helped conduct nationwide interviews, and supported the pivot from a law-enforcement drone concept to UV-C agricultural robotics. Other work spans consumer hardware, natural products, advanced manufacturing, and India–US energy partnerships.
A technical champion can love the product and still be unable to get it bought.
A rep can run a defined motion and improve it. They should not have to discover the buyer, write the message, set the qualification standard, and close the first repeatable deals at the same time.
The technical advantage matters, but someone still has to explain the cost, payback, implementation risk, and reason to act. The deal stalls when the champion cannot answer those questions inside their own organization.
Define what success means, who will judge it, what budget pays for the next step, and when that decision will be made. Without those answers, the pilot is technical activity rather than commercial progress.
A real opportunity has the right buyer, a problem worth funding, a defined approval path, and a dated next step. Counting every conversation makes the board slide look better and the forecast less useful.
Before the work starts, we agree on the problem, the scope, the price, and what your team will receive. Keith conducts the interviews and analysis directly.
In a Sprint or larger engagement, we work directly with leadership, the people running deals, and customers who can tell us why they bought, stalled, or walked away. The scope determines the work, from a focused review of pricing and sales to buyer research, sales stages, and operating documents tested against live opportunities.
At the end, your team owns the files and knows how to use them. Our goal is a sales process clear enough for your internal team to run.
We are not the right fit if you only need a list of prospects or a batch of cold emails. We can help when the product is real, customers are buying, and the organization needs more consistent results across its commercial team.
Bring one stuck deal to a free 15–20 minute fit call, take the free five-minute assessment, or read the methodology before you call.