If you are a corporate executive…

You want to retain and grow shareholder value in both fast-moving and slow-growth markets. You want to compete and be successful.

• • Should you do more of what you're doing for current customers? Will pursuing an adjacent or extended customer base be a successful growth strategy? Is it worth exploring adjacent functional domains?
  • Should you re-tool your offerings to follow or lead the market? Do you need a fresh approach to a market segment that will accelerate growth?
  • Can less-than-perfect relations with your customer be improved through a shared vision and better business methods?
  • What are the objective perspectives about your competitive advantages and opportunities?
  • Are you missing an opportunity to strategically shift offerings to white space in the market?
  • How difficult will it be to develop a strategy to win that target agency's contracts?

If you are a corporate strategist…

You are seeking clear, evidence-based paths that can synchronize with your decision-making processes. You want to focus on a pursuit of the best strategic direction that will not be sidetracked by reactionary tactics.

• • Is re-aligning or restructuring your business units a worthwhile objective? Are you looking for a structure that not only resonates with the market, but has relevant, measurable performance objectives in specific business areas?
  • When evaluating a new business strategy or your existing business model, are you going to test a hypothesis that could represent the key to a future growth state?
  • Do you want to develop scenarios (optimistic, pessimistic, and realistic) that follow the market, but are not overly reactive to prices or competitor threats
  • Do you need a business plan that accommodates contingencies that may stem from disruptive technologies, shifts in procurement methods, or unusual changes in demand?

If you are a business development executive…

You want a strong, sustainable, and qualified pipeline that has a high win probability and realistic revenue potential.

• • Where do you efficiently direct your efforts for the highest sales return? How do you keep your portfolio in balance to take advantage of shifts in the market?
  • Can you accelerate your pipeline management with evidence-driven insight into future contract spending? How much money will the government really spend on the program?
  • What is the realistic number for next year's sales target?
  • Are there any new opportunities hiding under the rocks? Are you seeking an independent validation of your instincts or a fresh, innovative look at market opportunities?

If you are an investment officer…

You want to be confident about investing your capital to yield the best returns for your risk scenario and equity model.

• • What are the market potentials for specific segments: services, products, offerings, types of companies?
  • Are the company's prospects strong or weak? Would acquisition of new business or a divestiture position you better with respect to future market conditions?
  • What's the potential backlog for the target company? Is the portfolio mix of customers and contracts sustainable in the long term?
  • Is the company's spending on development of intellectual property, methods, and solutions sufficient to position it for the next growth curve?
  • What are the long-term prospects for the business? What are the risks? How do we make the right choices?

Like many consultancies, we do the right things confidentially, correctly, and on time

But we go further than that, with...

• Exacting, objective, apolitical measures that mean something
• Business trends in a holistic context
• Ways to tease findings from government data troves
• Definitive growth paths
• Comprehensive scope