The engines
Four engines, each built for its own kind of decision.
Each engine works on the organization’s own numbers. It values every option in dollars and shows how the other side is likely to respond. The AI researches and challenges. The engine calculates. The executive decides.
Major strategic commitments
For commitments made under uncertainty, where the right second move depends on what happens first.
Questions it answers
- Whether to enter or exit a market, and when.
- Whether to build, acquire or partner.
- Whether to expand capacity or restructure a supply chain.
- Whether to divest a business or license intellectual property.
- How much to commit to a major investment or transformation now, and what evidence should release the next stage.
- How a competitor’s or counterparty’s likely move changes the best path.
What it produces
The path to take and its value in dollars, the value of waiting for better evidence before committing further, and how a competitor’s response changes the result.
Built from a patent-expiry decision (defend, reposition or exit) and a staged commitment where the evidence arrived between funding gates.
Pricing
For any decision about what to charge, from a single price move to the price of something new.
Questions it answers
- Whether to raise, cut, hold or phase a price when costs rise, a competitor enters or moves, a substitute appears, or tariffs and exchange rates shift.
- What to do about a product that no longer pays, or a share position that is not worth defending.
- What an improvement is worth, whether a new feature, a service, a performance gain or a clinical claim, and which segments will pay for it.
- Whether to enter a market or launch an offering, and the price at which the economics hold.
- How much of the value created the price can capture, segment by segment.
What it produces
The price and its timing, the revenue and volume at risk, the segments that will absorb the change and those that will not, and the likely competitive response.
Built from price resets after share losses, margin recovery in a contracting market, launches of new technologies with no price to compare against, and pricing for new product capabilities.
Sales bids and deals
For the seller’s side of a deal: which bids to pursue, and at what price.
Questions it answers
- Whether to bid at all, given the chance of winning and the cost of pursuing.
- What price balances the chance of winning against the margin won.
- How far to concede, and where a concession stops paying.
- How to structure the deal: base fees, performance pricing or a share of the savings delivered.
- How the competitors are likely to bid.
What it produces
Go, conditional or no-go; the price range and the floor below which the deal is not worth winning; the chance of winning at each price; and the limit on concessions.
Built from single large deals, a tender system spanning 98 countries, and a product-plus-software bundle priced on shared savings.
Sales bids in detail →Procurement
For the buyer’s side: which supplier to award, and on what terms.
Questions it answers
- Which supplier offers the best value once total cost, delivery, quality and risk are counted, not price alone.
- What a gap in performance is worth in dollars.
- How the ranking shifts if priorities or costs change.
- What negotiating position to take, given each supplier’s alternatives.
- Whether to award now, or award on conditions to be met before the contract is signed.
What it produces
The supplier to award and why, the total cost of each option, the risks and concentration exposure, and a rationale that stands up to executive or audit review.
The buyer-side counterpart of the bids engine: the same method, applied from the other side of the table.
Procurement in detail →Try it
Each demonstration shows one decision on fixed questions. The engines themselves work on your own data, alternatives and assumptions.