We write the business case that survives the room it is read in.
High-stakes feasibility studies and business cases for universities and public-purpose institutions, analytically robust and fiscally sound.
The approach
A business case is a decision document, not a persuasion document.
The cases that fail in the room fail for the same reasons: an option set that was never real, a financial model nobody outside finance can follow, and risks written after the recommendation. We build the case the other way round. Options are tested before one is preferred. The Sustainability Frame reads the financial case across ten dimensions rather than one, so the answer holds when the money is only part of the question. Every figure carries its source and its reference year on the same page as the figure.
What we work on
We work where the number and the mandate have to hold together.
Feasibility studies
Whether the thing can be done, on what assumptions, and what would have to be true.
Business cases
Full cases in the CoreBridge re-spine of the Five Case Model, written for Board, Council and Ministerial scrutiny.
Market entry
Reading a market as a whole demand pool rather than a pipeline, and the partnership and ownership options that follow.
Investment appraisal
Option analysis, sensitivity, and the limits of what the evidence can carry, stated plainly.
Recent work
We have built cases for new centres, new markets and new operating models.
A selection of recent engagements, described without naming the institutions.
A clinical trials network
Built the business case for a clinical trials network, including the option analysis and the financial model behind the recommendation.
A pathway college
Wrote the business case for a university pathway college, testing the options against demand, regulation and the institution's own capacity to deliver.
International feasibility across the Asia-Pacific and South Asia
Read the market, the regulatory settings and the partnership options together, and set out what each option would require to hold.
How an engagement runs
Senior practitioners shape and deliver every engagement.
We take on a small number of engagements at any time. The people in the room at the start are the people in the room at the end: senior practitioners who have led institutions and shaped national policy from the inside. We design for the decade after the engagement, not the quarter after the report.
- Starts with
- The decision that has to be made, and who has to make it. Then the evidence that decision needs.
- Produces
- The case, its financial model, and a Sources and method section that lets a reader check every number.
- Staffed by
- The senior practitioners who scoped it, with a second-practitioner review on method and claims before issue.
- Stated with
- Its limits. Every recommendation says what it holds while, and what would break it.
The limits
What this practice does not do.
We do not write a case to support a decision already taken. If the answer is pre-sold, the diagnostic is theatre and we will say so.
We do not make claims the evidence cannot carry. Where the data is thin, the case says the data is thin.
We do not take commissions, referral fees or vendor incentives on anything we recommend.
The full refusal list is on our philosophy page.
Start a conversation
Tell us what's actually on the table.
A case that has to survive Council, a market you are weighing, or a number nobody can yet defend.