Case Studies
Seven anonymised engagements. Each one is written up around the decision that actually mattered, not the deliverable.
Anonymised accounts of engagements where the outcome turned on a specific decision rather than on general good practice. Client identities, jurisdictions and figures have been changed or removed where disclosure would be inappropriate, and the analytical substance has been left intact.
They are grouped around the situations that bring companies to this practice: entering a market without surrendering control, holding a licence when the political ground moves, pricing risk into a plan honestly, seeing a crisis early enough to act, walking away from a transaction that looked attractive, and leaving a market cleanly when staying is no longer defensible.
Early Warning in the Sahel
18 July 2026How a monitoring and decision system put the client ahead of a Sahel security crisis instead of behind it, and what the escalation thresholds triggered.
Read more →Strategy & Market PositioningEntering the Gulf on the Right Terms
18 July 2026Winning anchor work in Saudi Arabia and the UAE without surrendering control, margin or intellectual property to a local partner structure.
Read more →Corporate DiplomacyKeeping the License to Operate
18 July 2026Resetting the relationship with the community living next to the asset, and salvaging a project that had already lost local consent and was close to shutdown.
Read more →Strategy & Market PositioningRepricing Political Risk into the Plan
18 July 2026Rebuilding a five-year strategy so capital followed risk-adjusted return rather than headline growth, and what the reweighting changed about the portfolio.
Read more →Corporate DiplomacySurviving a Change of Government
18 July 2026Protecting a long-life asset, and the working relationship behind it, when a hostile administration took power and the previous arrangements stopped applying.
Read more →Geopolitical & Risk AdvisoryThe Deal That Didn’t Happen
18 July 2026Integrity and political due diligence that turned an attractive acquisition into an avoided liability, and the specific findings that stopped the transaction.
Read more →Corporate DiplomacyThe Orderly Exit
18 July 2026Leaving an untenable market cleanly and lawfully, protecting staff and counterparties, and avoiding becoming the cautionary tale competitors cite for years.
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