Custom Intelligence

Something your team doesn’t have time to investigate? We’ll research it.

Custom Intelligence is a scoped research engagement: a defined question, a fixed fee, and a deliverable built for the decision it has to support. It is where the deeper analytical work sits, the studies that take weeks rather than hours and that an internal team would never get to.

The situation

Every organization has a question no one inside has time to answer.

It is usually a good question. Whether a market is worth entering. What a project would actually contribute to a region. Whether a policy change will cost more than its sponsors say. The people qualified to answer it are consumed by the work that pays this quarter, and the question waits.

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Market expansion analysis
Whether a region, a segment, or a market is worth the investment: demand, workforce, cost conditions, and who is already there, assembled into a recommendation rather than a data dump.
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Economic impact analysis
What a project, an employer, or a program contributes to an economy: output, earnings, and employment, direct and indirect, with every multiplier stated.
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Workforce studies
Skills supply, occupational demand, wage benchmarks, or site comparison for a specific hiring, location, or program decision.
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Policy impact research
What a proposed law, rule, or budget change would cost, whom it would reach, and what the record says about comparable changes elsewhere.
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Competitor and market research
How a market or a competitor set is changing and what it implies for the decision in front of you, sourced to public filings and primary data.
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Dashboards and executive briefs
A maintained view of the question for a team that needs to keep watching it, or a brief written for the executive who has to decide this week.
How a project runs

Scope first. Then the work.

Every Custom Intelligence engagement begins by agreeing on the question, the deliverable, and the price. No invoice is shaped by how long the work turned out to take, and the analyst who framed the question is the one who answers it.

Step one
Frame the question
We establish what decision the analysis has to support, what would change the answer, and what standard of evidence the room will demand.
Step two
Fix the scope and fee
Deliverable, timeline, and price agreed in writing before any analysis begins.
Step three
Build the analysis
Inputs drawn from primary sources and never carried forward from an earlier study without re-verification. Assumptions disclosed in the report.
Step four
Deliver the finding
Formatted for the venue that will receive it: a board, a committee, a client meeting, or a newsroom.
Step five
Present and defend
The analyst who built the work presents it and takes the questions.
Optional
Keep it current
Delivered as a living portal, the finding updates as new data posts, which matters when the question returns next quarter.
Who brings us these questions

Organizations that need the answer more than they need the headcount.

Employers weighing a location or an expansion. Economic-development groups reporting to a board. Government relations firms that need an impact study behind a position, and associations whose members expect an answer with a source. Companies selling into government that need to know whether a program is actually funded. Each has a specific question, a deadline, and no one free to investigate it properly.

1
question per engagement, scoped and priced before any analysis begins.
50
states covered on one methodology, so a comparison across markets or jurisdictions rests on the same construction.
0
handoffs between the analyst who frames the question and the one who defends the answer.

Send the question that keeps getting deferred.

Describe it in a paragraph. We will tell you plainly whether it is something we can investigate, what the work would involve, and what it would cost.