An index of briefs, methods and the work behind them.
Each piece is the real work that goes into a deal before the first meeting. Most are methodology, not outcome. The verbs to look for are identified, mapped, modelled, surfaced.
149,000 devices. ¥22 billion of capital sitting on a balance sheet a CFO wanted off it.
A Japanese industrial CIO had put seven strategic care-abouts on the record himself. We mapped each one to a specific product angle, modelled the OpEx shift that would free the capital, and built the conversational architecture for the first meeting around the platform initiative he had staked the company on.
A 10 percent cost mandate. An AI partner already in place. A SGD 500M tech-centre opening next year.
The Singapore bank’s group head of technology was juggling four commitments at once, with the parent’s CFO holding him to the cost number. We modelled SGD 45 to 75 million of value across two managed-services workstreams, sized to clear the mandate by a comfortable margin and to slot in alongside the AI partnership, not against it.
Six buyers in the room. Six different ways to evaluate the same pitch.
The Canadian broadcaster’s buying committee split cleanly into three argument types: content, financial, distribution. A single deck would have landed somewhere with one and missed the other five. We wrote six messages, each in the right buyer’s evaluation language, and structured a five-phase sequence that respected the broadcaster’s hierarchy.
USD 2 million in cash. Ten-plus streaming brands to feed. A 14-film theatrical pipeline pulling the team in another direction.
The Nasdaq-listed indie-cinema group’s newly appointed VP of Acquisitions had three months to prove a 71,000-title library could keep growing on no upfront cash. We mapped a six-persona dual-track buying centre, curated 75 titles across eight programming themes split between three streaming brands, modelled a ten-times lower upfront cost than traditional licensing, and structured a four-phase engagement ending in a 90-day pilot under one master agreement.
Nine employees. USD 11 million in revenue. A founder-CEO whose three-person buying team decides together every day.
The small streaming service’s buying committee was three people, and brand protection sat above all of it. We mapped each persona’s psychological picture, curated a 200-title pilot across five diversity-led content tiers, modelled USD 4.17 million of three-year financial impact, and sized a six-phase engagement to a nine-FTE operation that closes in six to eight weeks.