SWOT Analysis
Facilitated SWOT with actions; Hague ch. 45.
Service market · 101 mandates
Browse the full portfolio: filter by practice and engagement format, sort by fee, open any mandate for scope and deliverables.
101 mandates found
Facilitated SWOT with actions; Hague ch. 45.
External environment factors; Hague ch. 33.
Industry profitability; Porter 1980, Hague ch. 34.
Cost and value overlaid; Porter 1985, Hague ch. 49.
Osterwalder & Pigneur 2010.
Maurya 2012, with an experiment backlog.
A 7-S gap map; Peters & Waterman 1980.
Portfolio matrix; Hague ch. 8.
A screen for investment priorities.
Growth options; Ansoff 1957.
Kim & Mauborgne 2005.
Included in F-103; not sold separately.
Barney 1991.
The power / interest grid.
Strategic options; Weihrich 1982.
Kaplan & Norton 1992.
Grove / Doerr.
Competitive positioning.
Stage diagnosis; Hague 2019.
Mintzberg 1987.
Feature satisfaction; Kano 1984.
The end-to-end customer path.
CLV modelling.
Cooper 1986.
Reichheld 2003.
Multi-jurisdictional corporate structure.
BCSC and the NI 31-103 publishing exemption.
Delivered jointly with a licensed CPA.
Target operating model.
Vendor selection and technical architecture.
Entering the Canadian market.
Start-Up Visa and BC PNP Entrepreneur pathways.
Approach, governance and estimation; BABOK KA1.
Power/interest, RACI and the engagement plan.
Interviews, workshops and observation.
Processes, pain points, gaps and the business need.
Target state, scope and recommendation.
Options, costs and benefits, ROI/NPV, recommendation.
As-Is and To-Be process maps.
Functional and non-functional requirements with acceptance criteria.
RTM, user stories, MoSCoW.
Data model and data dictionary.
Post-implementation benefits review.
Redesign on Lean/Six Sigma logic, with KPIs.
Fund structure: BC LP with a GP corporation.
Articulating and evidencing the investment thesis.
Sourcing and first-pass screening of targets.
Organising and coordinating the diligence workstreams.
Support on transaction structure and terms.
Standing up the investor relations function.
The document package for a financing round.
Fundamental analysis and financial model of a Canadian company.
A published note with a rating — general advice, not a personalised recommendation.
Sector or thematic research brief.
Continuous environmental scanning with weekly signal digests.
Pre-mortem and backcasting; surfaces the decision and its mitigations.
Strategic foresight document with 2×2 scenarios.
Quarterly monitoring of indicators and key risk indicators.
Competitive intelligence built into the decisions it serves.
Geopolitical risk assessment scoped to a specific decision.
A clear directional call: what is coming and why.
Calibrated probabilities on specific outcomes, in the Tetlock tradition.
Converts F-103 scenarios into weighted probabilities and triggers.
Bespoke early-warning indicators and thresholds.
A directional forecast on geopolitics and macro.
When, not only whether: forecasting the window for action.
Structured analysis of historical precedents and analogues.
Forecasting from the adversary's seat: what the competitor will do.
Probabilities maintained and updated as evidence arrives.
Reviewing past forecasts by Brier score and improving the process.
Facilitated ACH / Delphi group forecasting; Heuer.
Continuous forecasting, fast decision support, founder access.
Preparing and supporting the SR&ED claim.
The complete CanExport SME application; intake closes 31 Aug 2026.
NRC IRAP and adjacent programs — the primary route for non-CCPCs.
Alliance, CRD, PacifiCan and provincial programs.
A plan at PE/VC standard; sizing per Hague 2019, ch. 25.
Driver-based model, three statements, scenarios, cap table.
Twelve to eighteen slides, investor-ready.
Primary and secondary research; TAM, SAM, SOM.
For BDC, banks and EDC: cash flow, security, covenants.
Which programs fit, SR&ED versus IRAP, and the roadmap.
A weekly pulse with Submit / Prepare / Monitor / Skip verdicts.
Support through a CRA review.
Proprietary methodology, aligned with PMBOK 8.
Standing up the project management office.
A project management plan at PMBOK 8 standard.
Project risk management system.
Governance across the project and program portfolio.
Diagnosis and remedies for troubled projects.
Advisory on construction projects.
Procore implementation.
P6 implementation and optimisation.
The full bilingual package; includes V-402 through V-406.
Positioning built in two languages.
Brand structure and hierarchy.
The go-to-market plan.
Bilingual marketing assets.
Ninety days of execution support.
For founders from RU and UA markets.
For Canadian companies.