Workflows
Structured analyses that do the intelligence work behind a decision — from finding growth to screening M&A targets.
7 steps
Scan, size, score and sequence where the next wave of growth could come from — across adjacencies, geographies, new products and market entry — for a chosen scope.
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Find the markets closest to what the enterprise already does — by capability, customer and channel overlap — and rank the adjacencies worth pursuing.
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Assess which geographies to expand into and how — weighing demand, fit, barriers and route to market — and sequence the entries.
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Score and rank a set of candidate markets against weighted criteria for a chosen scope, so investment goes to the markets that are attractive and winnable — not just the largest.
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Assess whether a specific market is worth entering and how — testing attractiveness, barriers, customer access and entry mode — then produce a business case with a go / no-go recommendation.
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Build a defensible size for a market — bottom-up, with segments and growth drivers made explicit — so the number can be trusted and defended, not just quoted.
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Benchmark the enterprise against named competitors across weighted dimensions, surface the real strengths and gaps, and translate them into a competitive response.
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Turn a competitor's move into a decision — characterizing the move, assessing its impact on the scope, weighing response options and recommending how to react and what to watch.
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Build a decision-ready picture of a customer — its priorities, buying signals and likely next needs — so engagement leads with what the account actually cares about.
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Sweep a set of accounts for buying signals, classify and score them for intent, and surface the accounts showing the strongest movement right now.
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Find what to sell, to which accounts, and why now — spanning expansion into existing accounts and net-new prospects — then build the play for the strongest.
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Find the net-new accounts with the strongest need for a given offering, score their fit and intent, and rank the prospects worth pursuing this cycle.
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Turn an account signal into an actionable sales play — inferring the need, matching the offering, assembling the evidence and recommending the route in.
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Screen the market against an acquisition thesis, score strategic fit and synergy, pressure-test the risks, and produce a ranked shortlist with a recommendation.
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Decide how to close a capability gap — comparing building, acquiring and partnering on time, cost, risk and strategic control — and recommend the route.
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Screen the market for partners that could close a capability gap or open a route to market, score fit and complementarity, and shortlist who to approach.
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Compare where the enterprise stands today against where the market is heading, identify the gaps that matter, and recommend which to close and which to watch.
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Assess every unit or segment in the portfolio on attractiveness and competitive position, then recommend where to invest, hold or divest — and in what sequence.
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Assess which emerging technologies are crossing into commercial relevance for the scope, map the applications and competitive stakes, and recommend where and how to act.
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Scan market, technology, regulatory and investment signals, filter to what is material for the scope, and translate the relevant trends into implications worth acting on.
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Stress-test an opportunity or thesis against what could weaken it — surfacing the risks, sizing likelihood and impact, and recommending mitigations and what to watch.
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Check whether new evidence has undermined the assumptions a past decision rested on, flag the ones that have drifted, and recommend what to re-analyze.
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Answer a complex or niche question end to end — decomposing it, gathering and synthesizing evidence, and returning an answer with its confidence and gaps made explicit.
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Find where an analysis rests on weak evidence and close the gap — framing the questions, commissioning AI or human research, and folding verified findings back in.
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