See the problem, method and decision behind the work.

An enterprise leadership team sees rapid AI adoption but limited dependable agent deployment. It needs to decide which workflows deserve investment, what capability should remain under its control and how autonomy can be introduced without creating unacceptable operational risk.

• Mapped agent capabilities, adoption signals and reliability limits.
• Structured patent families around planning, memory, tool use and workflow control.
• Compared enterprise architecture, knowledge, identity and governance choices.

An industrial technology team needs to determine whether an edge-AI inspection product merits investment. It must choose an initial defect class, define the product boundary, select compute and imaging partners, and prove that the economics hold under real production conditions.

• Prioritised inspection use cases by value, repeatability and technical fit.
• Designed a modular edge architecture and buy-versus-own boundary.
• Benchmarked camera, optics, lighting, compute and solution suppliers.

A manufacturer preparing for EU product-passport requirements has product, supplier and lifecycle evidence spread across multiple systems. It needs to understand the regulatory sequence, close data-readiness gaps, choose an architecture and assess vendors without surrendering control of product identity or evidence.

• Translated the regulatory stack into dates, access rights and readiness gates.
• Mapped source systems, product identity, evidence lineage and lifecycle events.
• Compared architecture patterns, vendor archetypes and build-buy-control choices.

A multinational insurer relies on a primary telecom provider in its home market but experiences inconsistent service and resilience elsewhere in Europe, where delivery may depend on wholesale or partner networks. It needs an operating model that improves control without creating an unmanageable supplier estate.

• Established the coverage, technology, demand and pricing baseline.
• Mapped contract, backbone, local-loop and field-service ownership.
• Compared supplier reach, capability, commercials and support evidence.

A technology or energy business is evaluating entry into European industrial heat pumps. It needs to separate technical potential from realistically serviceable demand, identify priority sectors and countries, understand supplier roles, and define a commercially repeatable offer.

• Defined the technical ceiling, readiness limits and adoption barriers.
• Built editable top-down, serviceable-market and spend scenarios.
• Prioritised sectors, countries, applications and supplier archetypes.

A global infrastructure buyer needs AI-ready colocation capacity but faces constrained power, higher rack densities, uncertain delivery dates and inconsistent supplier evidence. It must choose metros, capacity blocks and contract protections without paying for unbankable future space.

• Modelled demand, power, serviceable capacity and buyer-spend scenarios.
• Compared regional and metro scarcity, density and delivery constraints.
• Assessed supplier archetypes, pipelines, economics and bankability.

A global retail group has rising application-maintenance costs, inconsistent SLAs and slow change delivery across ERP, CRM, BI and bespoke applications. It wants fewer strategic partners but cannot lose specialist skills, innovation access or local execution depth.

• Built the market, demand and service-model baseline.
• Compared labour, location, tooling, transition and governance economics.
• Mapped sourcing practices, SLAs, deal structures and supplier segmentation.

A Fortune 500 enterprise needs to standardise an ageing WAN and campus network across North America and Europe. Fragmented vendors, end-of-support exposure, inconsistent operations and rising subscription costs make the refresh an architecture, commercial and sourcing decision - not a hardware purchase alone.

• Assessed switching, routing, WLAN and software-led technology cycles.
• Modelled equipment, licence, support, implementation and renewal costs.
• Compared ownership, NaaS, RFP, SLA and contract structures.

An innovation or investment team needs to assess solid-state battery technologies without treating every chemistry announcement as commercially equivalent. It must identify the real control points, understand patent crowding, evaluate partners and decide what capability to build, partner for or buy.

• Mapped technology families, readiness evidence and scale-up constraints.
• Assessed markets, applications, ecosystem roles and industrial capacity.
• Structured patent activity around materials, interfaces and production systems.