Advisory support at the point a decision has to be made
The work is organised around decisions rather than deliverables. The decision areas below are where engagements typically begin — some clients need one, some need parts of several, and no stage commits the client to the next.
Assess, Structure and Test aren't three separate services to pick from — they're one engagement, examined from three angles, and most decisions touch more than one.
How the work reaches its answers — operator- and buyer-side interviews, site observation, information requested from the parties involved, and the client's own data — is described in How We Work. Little of what decides these questions is secret; it is held in Persian, in person and in operating detail, and it is rarely the version a visiting team is shown.
Engagement scope
How this works, in short
One engagement, scoped to an open decision, with fee and timeline agreed before work starts.
Assess
Is there a case to proceed?
- Market Entry Assessment — For manufacturers: whether entry makes sense for this product, at this scale. Concludes with a reasoned recommendation and the conditions under which entry would not hold.
- Fleet Electrification Assessment — For fleet owners: whether electrification fits the operation as it actually runs. Concludes with which parts of the fleet support it, and which don't.
- Product & Market Fit — Whether a specific vehicle fits commercial use here, based on real duty cycles and how the model has performed at scale elsewhere.
- Investment & Opportunity Assessment — For investors and ecosystem participants weighing a role in a specific project. The work assesses project readiness, what the role actually carries, and where risk and responsibility sit, and concludes with a recommendation to proceed, proceed under conditions, narrow the role, delay, or not participate.
Which assumption would change the decision if it proved wrong?
Structure
What would have to be put in place for this to work?
- Commercial & Operational Feasibility — Whether the proposed commercial and operating model functions as one system, and what it takes to make it hold.
- Partner & Assembler Evaluation — What a partner can actually deliver against what they will be relied on for. The work draws on information requested from the partner, visits to their operations, and interviews with parties who have worked with them — customers, suppliers, workshops — assessing market access, operational capability, capital strength and local standing separately. What can be verified on the ground is; what cannot — often capital strength and ownership — is stated rather than inferred.
A model is complete when it is clear who carries each obligation when something goes wrong — and the obligations left unassigned tend to be the difficult ones.
Does the proposed model work because its responsibilities are clear — or because the difficult responsibilities have not yet been assigned?
Test
What still has to be proved before scale?
- Pilot Design & Validation — Designing a pilot that can actually fail, and evaluating it once it runs.
What result would make you decide not to scale?
Start with the decision
A decision may be clearly defined already, or an early question still taking shape. It may sit inside a project that is already moving, or a pilot that needs designing or evaluating. The purpose of a first conversation is to identify the decision, establish which part of the work is relevant to it, and determine whether a defined advisory engagement would be useful.