Viability Review
A focused, diagnostic-led review to help leadership teams assess whether a market is viable in practice and whether the organisation is genuinely ready to operate
What the review delivers
By the end of the Viability Review, leadership teams gain:
Clear visibility of which assumptions hold and which require further work
A practical view of operating conditions rather than theoretical attractiveness
Early identification of execution risks that typically emerge later
Confidence to proceed, adjust, or pause based on evidence and judgement
When a Viability Review is most valuable
This service is typically used when:
Considering entry into a new geographic or regulatory market
Evaluating expansion beyond an initial foothold
Preparing to commit capital, leadership time, or brand reputation
Seeking independent perspective ahead of board or investment decisions
Viability Review
Clarity before commitment
A focused, diagnostic led review to help leadership teams assess whether a market is viable in practice and whether the organisation is genuinely ready to operate.
Entering a new market is rarely a question of ambition alone. It is a decision that carries implications for capital, leadership attention, reputation, and long term direction. The Viability Review is designed to support sound judgement at this moment, before commitments become difficult to unwind.
What the Viability Review addresses
Most organisations enter new markets with a strong strategic rationale. What determines success is whether that rationale holds up under real operating conditions.
The Viability Review focuses on the practical questions that surface before and during early execution, helping leadership teams understand where confidence is well placed and where assumptions need to be challenged.
What we examine
Strategic fit and intent
We assess whether the proposed market aligns with organisational objectives, risk appetite, and long term direction, beyond headline growth narratives.
Market access and entry conditions
We examine the practical realities of entry, including regulatory requirements, commercial structures, partnership dependencies, and barriers to operating effectively.
Core assumption testing
We surface and test the assumptions underpinning the entry case, identifying where confidence is well founded and where it relies on optimism rather than evidence.
Operating realities and constraints
We assess how the organisation would need to operate day to day in market, given local dynamics, competitive behaviour, and structural constraints.
Early execution risk concentration
We identify where execution risk is most likely to emerge once operations begin, enabling leadership teams to anticipate pressure points before commitments are locked in.
How the review is used
The Viability Review is not designed to produce a recommendation to proceed or pause. It is designed to provide clarity.
Leadership teams use the review to:
Make informed decisions about whether and when to commit
Refine entry strategies before execution pressure builds
Identify where readiness work is required
Align stakeholders around a shared understanding of risk and opportunity