Growth and market strategy, grounded in how markets really behave.

Most growth work runs between six and twelve weeks, though every project is scoped on its own terms. A focused pricing study moves faster than a five-country entry assessment with fieldwork in each market. We study the specific challenge first, then give you a timeline alongside the quote, and that’s the timeline we work to. If you have a board date or a launch window, it shapes the plan from the start rather than turning up as a problem halfway through.

Every quote is built for the project, because the variables move a great deal. How many techniques the question needs, who we have to reach and how hard they are to recruit, whether that means consumers, B2B decision-makers, clinicians or niche experts, how many countries, how many participants, how deep the analysis goes, how urgent it is, and what you need in your hands at the end. A single-market pricing study and a five-country entry programme are different projects with very different numbers. Most of our projects sit in the six-figure range. We scope after a proper conversation about the decision you’re making, and you get a fixed price and a timeline before any work begins.

We build on what you already have rather than starting from zero. Your existing data is a useful point of departure, so we use it, then design the techniques the question actually needs to fill in what’s missing. Having numbers on a dashboard and having research solid enough to commit a budget to are different things, and the distance between them is where expensive mistakes tend to happen. Closing that distance is the work: evidence you can act on with confidence, on the questions that decide whether you grow, where you differentiate and how you compete.

In practice, the plan changes far more often than the decision does. The market is often there, and what needs reworking is the language, the creative, the messaging, the pricing, the partners, the order of countries. The version that wins at home is rarely the version that wins here, and that’s the useful part of the answer. When the evidence does point away from a move, it’s because the strategy as drafted has been shown not to hold, and your team reshapes it before the budget goes out instead of after. That’s a good outcome, bought early and cheaply.

Yes, and it’s a large part of what we do. Every study is designed from scratch for the question in front of us, with fieldwork in the local language, local recruiters, and our own senior researchers moderating. We build bespoke, which means no templates and no syndicated studies bought in and passed on. A market you’ve never operated in is exactly where a generic report tends to miss what matters. Where the question needs scale, we bring in established panel partners, and where it needs depth, we go to people directly.

By the strength of the signal, which is what H3™ is built to read. A real opportunity shows up three times over: people describe the frustration in their own words in the qualitative work, the conversation is already alive in social listening, and the quantitative confirms how many feel it and how much it weighs. A gap nobody wants behaves differently: the signals are thin and vague, and they fall apart under triangulation because there’s no real desire behind them. Reading the three lenses together also answers the questions that follow: whether a pattern has genuine weight or is anecdotal, whether the market is large enough to build for, and whether it should be approached at a premium rather than at scale.

Both, and the connection between them is what the firm is built on. We call it insight-led strategic intelligence because research earns its cost when it makes the strategy sound. A real understanding of the market, the context and the people in it is what separates a strategy that holds up from one that sounds good in a room. So you get the evidence and what to do with it: what to change in the product, what to leave alone, which channel to lead with, what to charge. The point is that your company loses less time and money going in the wrong direction.

Abdo López and Norah Walsh lead every project in person, from the framing session to the final reading, and everyone working alongside them is senior with more than a decade in the field. Around that core we build the team for the project. The right specialist for healthcare is not the right specialist for B2B software, and the right partner for fieldwork in Mexico is not the right one for Singapore, so we select the experts, the partners and the technology that fit the question, the technique, the country and the industry. There’s no handover to a junior once the contract is signed, and that’s the main reason we stay small.