Where should we grow next?
Screen markets, competitors and potential partners so expansion effort goes where the business case is strongest.
Explore the capabilityCapabilities
Research for the decision in front of you.
Four business questions we investigate, and six services that answer them: target screens, company deep dives, peer benchmarks, business cases, risk assessments and portfolio reviews.
Four business questions
Start from the question you’re asking.
Each question is a capability. Under it, the services that answer it.
Where is the value?
Benchmark margins, working capital and operating capacity against the right peer set. Receive a diagnostic, peer benchmarks and the value-creation priorities to test with your team.
Explore the capabilityWhich opportunities deserve a closer look?
Screen companies against your investment criteria, pressure-test the thesis and focus due diligence on the questions that could change the decision.
Explore the capabilityWhat could change the plan?
Investigate supply dependencies, industry shifts and climate exposure against your framework, with the assumptions and evidence gaps made clear.
Explore the capabilitySix services
Or start from what you need delivered.
Choose the research that fits your next decision: a target screen, a company deep dive, a peer benchmark, a business case, a risk assessment or a portfolio review. Scope and formats are agreed around your needs.
01Available now
“We have a long list of targets. Which few deserve diligence?”
A screened, ranked shortlist from a long list of companies.
Identify the companies worth taking into diligence. Scores reflect your criteria, with the evidence and gaps beside each one. Adjust the weights in the spreadsheet as your thesis sharpens.
Evidence behind one score · Company B · illustrativeIllustrative
Market fit — Strong
Confidence · high- Annual report[Segment note]“Describes the target segment as a core market in its own words.”
- Trade press[Interview]“Management comment on the segment; not independently verified.”
Analyst reviewAnalyst
02Available now
“We are meeting this company. What should we know before we walk in?”
A brief before the meeting. A deep dive before the committee.
Go in with a clear view of the business, a reasoned assessment and the questions to raise. Add peer comparisons and an evidence appendix when the decision needs a deep dive.
§ Company briefCompany A · illustrativeIllustrative · fictional company
Should we take the meeting, and what should we lead with?
- Answer
- Yes. Lead with the capability gap their latest report describes and the region they have not entered.
- Why
- The annual report and the investor presentation agree on the gap; trade press adds management’s stated intent.
- Could not verify
- The revenue figure quoted in an interview. It stays flagged.
- Three things to raise
- 01The capability gap.
- 02The unentered region.
- 03The unverified figure.
Analyst
03Available now
“Our margins are behind our peers. Where is the value?”
A peer benchmark, performance diagnostic or industry scan.
See where performance differs from the right peer set and which gaps hide value-creation levers. Get improvement hypotheses to test against your operating data, with differences in reporting basis flagged.
Peer benchmark · Company A against agreed peers · illustrativeIllustrative
| Measure | Company A | Against peers | Basis | Confidence |
|---|---|---|---|---|
| Gross margin trend | Stable | In range | Same basis | Confidence · high |
| Inventory growth against sales | Faster | Above range | Same basis | Confidence · medium |
| Overhead per unit | Not comparable | — | Basis differs · flagged | Confidence · low |
| Working-capital cycle | Longer | Above range | Two peers undisclosed | Confidence · medium |
04Available now
“Which option should we take to the board, and what is the business case?”
A business case that compares strategic options on one basis.
Frame the choice. Each option sits on a common basis with its key assumption, the work needed to test feasibility and a confidence level. Management decides and owns execution.
For:Strategy teams
Options brief · Business unit A · illustrativeIllustrative
| Option | Evidence for | Key assumption | Work to test it | Confidence |
|---|---|---|---|---|
| Build | Existing capability; slower to scale | Hiring at pace | Capacity plan against internal data | Confidence · medium |
| Buy | Two candidates fit the criteria | Price within range | Company briefs on both | Confidence · medium |
| Partner | One partner covers the region | Exclusivity acceptable | Terms review | Confidence · low |
05Available now
“How exposed is this company or portfolio under our risk framework?”
A risk or climate assessment against your own framework.
Bring your framework and the issuers or sites to assess. An assessment maps evidence to your framework, explains scenarios and identifies uncertainties for specialist review.
Framework assessment · Issuer A · illustrativeIllustrative
| Your criterion | Evidence found | Gap | Status |
|---|---|---|---|
| Physical exposure at main sites | Site disclosures; public hazard map | Two sites unlocated | Specialist review |
| Transition plan | Annual report | None | Confidence · high |
| Disclosure quality | Regulatory filing | Supplier emissions basis partial | Confidence · medium |
| Governance | Annual report | None | Confidence · high |
06
“What changed in our holdings since the last review?”
Understand what changed before your next portfolio review.
Compare holdings against an agreed baseline to identify changes, emerging questions and follow-up priorities.
- Your baseline
- An agreed starting point for comparisons, with coverage and review cadence scoped for your portfolio.
- What changed
- Changes in the evidence, with sources and confidence levels.
- Where to focus
- Holdings and open questions that warrant deeper investigation.
Start with one question
Bring us the question behind your next decision.
Tell us what you’re investigating and when you need an answer. We’ll discuss the scope, inputs and research that would help.