Approach
An opportunity becomes actionable when leaders understand the need, the potential value and what remains uncertain. We find and test the evidence that matters to the next decision—whether that means exploring an idea, commissioning a trial, buying or investing.
Find
Explore markets, customer needs and operational problems. Read the signals, challenge assumptions and establish where a new capability could make a meaningful difference.
A priority opportunity and the questions worth investigating.
Shape
Create options around the need. Test the proposition, economics and route to adoption, including service, environmental and social outcomes where material. Make the assumptions and alternatives visible.
A case grounded in evidence, with its uncertainties clear.
Assemble
Work with you to bring buyers, operators, specialists and delivery partners around a clear question. Meet stakeholders, join workshops and test the case together. Agree contributions and responsibilities, drawing on your mandate and convening power.
Relevant scrutiny, clear contributions and agreed responsibilities.
Commit
Recommend whether to proceed, revise, test further or stop. Set out the evidence, remaining uncertainty and conditions for commitment, with clear responsibilities and measures of progress.
A considered decision and an agreed next step.
Shape · Develop and test the case
We develop and test the case around the decision or missing element you need help with. Together, we bring the evidence, assumptions and relevant expertise into a form your team can challenge and use.
This provides a foundation for what follows—whether that means committing investment, building a partnership, supporting regulatory change or preparing a business for sale.
A clear account of the decision, options, value, risks and recommendation, with supporting evidence easy to find. The format follows the need: a short paper, presentation or working brief your team can challenge and use.
A traceable register of sources, assumptions, gaps, specialist findings and financial workings where needed. Conflicting evidence and limits remain visible, so the strength of the case can be challenged. Your data and evidence remain yours.
As the engagement requires, we meet stakeholders, join or facilitate workshops, and help you present and advance the case with customers, partners and decision-makers. We address questions, test objections and bring what we learn back into the case. We agree this involvement with you as part of the scope.
Our considered recommendation, reviewed with the decision owner. We record the decision, conditions, responsibilities and next tests. At an agreed cadence, updates show what has changed, how our judgement has developed and what it means for the case.
An excerpt from the case
Working directly with Justin Anderson, you draw on experienced judgement to investigate the opportunity, challenge assumptions and decide what to do next. The excerpt below shows how that work is captured in a case you can challenge, share and act on.
Make proof travel
Illustrative excerpt
Choose a different perspective in the diagram above to explore another excerpt.
A glimpse of a fuller case and its supporting evidence. Fictional example, not client work; no evidence has been collected or validated.
Market development case
A new sector or geography. A tested proposition. A clear route to growth.
The decision
Compare two candidate infrastructure markets: the customer problem, buying process, adoption barriers and cost of reaching a first customer.
The case to test
Test who needs the capability, who holds the budget and what would make adoption worthwhile. Examine performance, integration and any permission requirements. Trace the questions to T01, T02 and T03.
Proposed next step
Use a bounded set of buyer and operator conversations to refine the offer. Prioritise prospects and partners, then agree the next evaluation, proposal or evidence-gathering step.
What you can use A market-entry deck, a buyer-feedback and evidence register, and a prioritised customer and partner engagement plan with owners and next actions.
Proposed contributors The client’s commercial lead, prospective buyers and operators, relevant integration partners and a specialist where performance or permission needs scrutiny. We help assemble their input and test the proposition together.
Progress to track Buyer-confirmed needs, a clearer offer, a viable buying route and specific customer or partner next steps. Record what strengthens the opportunity—and what rules it out.
| Reference / question | Evidence required | Current position |
|---|---|---|
| T01 · Who needs it enough to act? | Customer interviews, current alternatives, the operational cost of the problem, buying criteria and budget ownership. | Not assessed. Candidate segments, interview access and decision owners to be agreed. |
| T02 · What stands in the way of adoption? | Performance in relevant conditions, integration and support needs, procurement requirements and any standards or permission barriers. | Not assessed. Claims, adoption conditions and appropriate reviewers to be agreed. |
| T03 · Can we reach and serve this market? | Customer economics, price hypotheses, route to market, partner roles, sales effort and delivery costs, including reasons a buyer might decline. | Not assessed. Commercial assumptions and a bounded engagement plan required. |
Illustrative excerpt
Choose a different perspective in the diagram above to explore another excerpt.
A glimpse of a fuller case and its supporting evidence. Fictional example, not client work; no evidence has been collected or validated.
Adoption case
A clear decision. The case behind it. The next move.
The decision
Compare a controlled trial with continuing current maintenance and proceeding directly to wider deployment.
The case to test
Test whether warnings are reliable, whether teams can act on them and whether the benefits justify the whole-life cost. Trace these questions to E01, E02 and E03.
Proposed next step
Agree an accountable operator, a baseline, a costed plan and success and stop criteria. Bring the completed case back for a funding decision.
What you can use An options and trial decision deck, a baseline and evidence table, and a staged trial plan with costs, success measures and accountable owners.
Proposed contributors The asset operator to define the need and baseline; a technical specialist to examine performance; the delivery partner to test integration and cost assumptions; and the budget holder to set the decision criteria. We help assemble their input into the case.
Progress to track A clear operator need, an agreed baseline and a funded trial with explicit adoption and stop criteria.
| Reference / question | Evidence required | Current position |
|---|---|---|
| E01 · Does it work? | Performance on relevant assets, including missed faults, false alarms and data-quality limits; reviewed by a suitably qualified specialist. | Not assessed. Trial measures and reviewer to be agreed. |
| E02 · Can it improve operations? | Maintenance records, operator interviews and response capacity; a baseline for downtime, service disruption and relevant resource use. | Not assessed. Operator and baseline data to be agreed. |
| E03 · Is it worth funding? | Integration and operating costs, benefit assumptions, alternatives and sensitivities. Assess service, financial and relevant environmental or social outcomes against the decision-maker’s objectives and funding criteria. | Not assessed. Costed options, benefit ownership and any funding-eligibility assessment required. |
Illustrative excerpt
Choose a different perspective in the diagram above to explore another excerpt.
A glimpse of a fuller case and its supporting evidence. Fictional example, not client work; no evidence has been collected or validated.
Investment case
Customer demand. Delivery economics. Conditions for commitment.
The decision
Compare funding now, staging the commitment around milestones, requesting further evidence and declining. Set the question against the investor’s objectives and risk appetite.
The case to test
Test customer commitments, unit economics and delivery capacity. Examine the financial, service, environmental and social outcomes being claimed. Trace the questions to I01, I02 and I03.
Proposed next step
Agree which evidence could change the decision, who will review it and what milestones a staged commitment would require. Bring the findings and a recommendation to the decision owner.
What you can use An investment decision deck, a register of checked assumptions and unresolved risks, financial sensitivities and a set of proposed funding conditions and milestones.
Proposed contributors The investor’s decision owner, the company’s leadership, customers willing to provide references, and relevant commercial, financial or technical specialists with agreed review scopes.
Progress to track Verified customer commitment, credible delivery economics and explicit conditions for funding, further testing or stopping.
| Reference / question | Evidence required | Current position |
|---|---|---|
| I01 · How strong is customer demand? | Contracts and customer references with permission, procurement progress, repeat demand and the distinction between interest, pipeline and committed revenue. | Not assessed. Customer access and source documents required. |
| I02 · Can the growth plan be delivered? | Cost and margin assumptions, delivery capacity, partner dependencies, cash requirements and downside scenarios. | Not assessed. Financial workings and scoped specialist review required. |
| I03 · Do the claimed outcomes meet the criteria? | Baselines and measures for material service, environmental and social outcomes, plus governance and evidence against the investor’s specific funding criteria. | Not assessed. Claims and applicable criteria must be established before any eligibility or impact conclusion. |