Every assignment ended in a decision.

To invest, to enter, to reposition, or to walk away. Clients are described rather than named where confidentiality requires it; references are available on request.

Energy · Global · 2009

Global wind energy opportunity assessment

A precision engineering group supplying motion control systems

Question: Where was the addressable opportunity in turbine pitch and yaw control and preventive maintenance, and which OEMs would buy?
What we did: Interviewed the 12 largest wind turbine OEMs in Asia Pacific, Europe and North America, plus leading system and component suppliers, design institutes and engineering consultants.
Outcome: A ranked target list of OEMs and a product roadmap for pitch, yaw and condition monitoring.

Tourism · 8 markets

Theme park feasibility across Southeast Asia

The developer of a major theme park in Southeast Asia

Question: Would the park draw enough visitors from the region to justify the investment, and at what price?
What we did: Consumer research in eight Asian source markets on travel intent, spend and concept appeal; competitor mapping; attendance and revenue modelling.
Outcome: An attendance forecast by source market and a go/no-go recommendation that fed the investment case.

Technology · 8 countries

Telecoms professional services benchmark

An Asian telecoms equipment maker expanding into engineering services

Question: What services did carriers expect from vendors on installation and maintenance contracts, at what price, in each market?
What we did: Primary research with engineering firms, carriers and vendors in eight countries across Asia, Europe and the Americas; per-market benchmarks; price forecasts from interviews and capex analysis.
Outcome: A recommended professional services portfolio and pricing by region.

Education · India and China

Executive education feasibility in India and China

One of the world's leading executive education institutions

Question: Was there a viable market for in-country delivery in India and China, and how should the institution enter?
What we did: In-depth feasibility covering corporate demand, competitor programmes, pricing, regulation and partnership options in both markets.
Outcome: An entry recommendation by market and partnership model.

Agribusiness · India, 5 states

Agribusiness strategic market assessment, India

A top-five global agribusiness company

Question: Where in India was the commercial opportunity for its crop inputs, and how did farmers decide?
What we did: Demand analysis, competitive mapping, channel review and policy analysis, with farmer focus groups in five states.
Outcome: A prioritised state and segment entry plan.

Engineering · Asia

Next-generation optical storage

A major manufacturer of high-technology manufacturing components

Question: How would the industry's shift to HD DVD and Blu-ray change what its customers, the disc makers, needed from it?
What we did: Industrial interviews with optical disc manufacturers and injection moulding machine makers on the technology, competitive and economic drivers of migration.
Outcome: A view of how migration would hit customers operationally and strategically, and the role the client could play in it.

Agribusiness · 6 markets · 2025

Canola market access scorecards, Asia

A Canadian agricultural export body

Question: Which Asian markets offered the best prospects for canola seed, oil and meal once tariffs, non-tariff barriers and competitors were accounted for?
What we did: Country scorecards for Indonesia, Malaysia, Pakistan, the Philippines, Thailand and Vietnam: import demand, competition, price positioning, tariffs by HS code and trade agreement advantage.
Outcome: A ranked market priority list with the specific tariff and policy obstacles in each.

Governance · Fortune 1000 · 2026

Board Technology & Innovation Benchmark

Intercedent research, with Ashis Bhattacharya

Question: How well do the boards of America's largest companies oversee technology, cyber and AI, and does it show in performance?
What we did: Coded every Fortune 1000 board on committee structure, charters, director expertise and disclosure; maturity levels 1 to 4; director interviews; now extending to the Russell 3000.
Outcome: A public benchmark launching 2 November 2026, with company diagnostics and board advisory built on it.

Chemicals & plastics

Asia Pacific polyethylene, polypropylene and HDPE market analyses; Chinese polycarbonate; polyamide 66 mapping in Japan, India and Thailand; chlorinated PVC due diligence; additives and antioxidants.

Education

Edutainment investment due diligence in Shanghai; postgraduate investment in the Middle East; executive education in the UAE; seven-country post-secondary opportunity assessment; Beijing and Jakarta education markets.

Hospitality & tourism

Luxury hotel brand positioning; corporate travel buyer decision process; China outbound travel influencers; hotel owner-operator strategic threat; Singapore CRS market; WOMAD Singapore survey.

Precision engineering

Global aerospace testing market; Japanese metal forming and steelmaking equipment; China civil aviation; power and steel in India; MENA plastics machinery.

Environment

Pollution abatement in India's coal-fired plants; corporate climate response among Asia Pacific's largest emitters; fine ash formation for a Japanese technology provider; APEC sustainable development report; PRTR register for Japan's METI.

Manufacturing

Site selection in Southeast Asia and East Asia; electric vehicle competitive assessment; building materials entry in five Middle Eastern markets; eight-market prioritisation for printing.