Consulting · the engagement

We run the whole negotiation. And we put our fee on the result.

The entire category negotiation, from the market read to the signed contract, run alongside your team by the people who built the process. We are confident enough in the data and the method that most of these run on contingency: we are paid on what we save you, not on the hours we bill.

A handful a year.

Start the conversation

Skin in the game

Our fee rides on your result, not our hours.

Most firms bill the hours and wish you luck. We structure most engagements on contingency: if we do not move the number, we do not get paid. That is not an offer anyone makes unless the process is repeatable and the data is real. Ours are, and the record is how we know.

The usual

A fixed fee, paid either way.

You pay for the deck and the hours, whether the number moves or not. The risk sits entirely on your side of the table.

paid on effort

The engagement

A fee on the result, paid when it lands.

We take the risk with you. The engagement is priced against what it returns, so our incentive and yours are the same number. We do not eat unless you do.

paid on the outcome

The engine

A game-theory process, run front to back.

Five moves, in order, each built on the one before it. This is what actually lands on your table at every step.

The market read

Where the market is quietly handing you leverage, before the first call.

The BATNA read

The sequence

The offers

Execution

The market readIllustrative

VariableDirectionMagnitudeConfidence

Imports↑+21% expectedHigh

Domestic shipments↗+14% YTDMedium

Material cost↓−10 to 16%Medium

Inventory↓−7% expectedMedium

Net supply↓OversuppliedHigh

The buyer's moment: an oversupplied market, read before the vendor knows you see it.

The BATNA readLeverage 6.8 / 10

Debt pressure

Utilization slack

Contract expiry

PE lifecycle

Their floor · $18.5MTheir bid · $24.9M

Your anchor · $20.4M

Most know their own walkaway. Almost none read the vendor's. That gap is the ZOPA.

The sequence

Vendor A

weakest walkaway · anchor here

→

Vendor B

A's concession is now precedent

→

Vendor C

strongest · closes against the board

Anchor the weakest first; each concession becomes the next one's precedent, and the leverage compounds.

The offers · MESOThree equivalent offers

Strategicfull bundle

Basin positionHighest

Reference valueMaximum

Advisory seatYes

Selectproduction

Basin positionHigh

Reference valueDiluted

Advisory seatShared

StandardS + I

Basin positionModerate

Reference valueMinimal

Advisory seatNone

All three are acceptable to you. Their choice among them reveals what they value, and hands you the win.

The script

They say

"A 24–26% discount is outside our authority. We would need to escalate, and leadership will reject it."

You say

"This is not a pricing decision. It is a capital allocation decision. On a $12.5B revenue base, this program is a rounding error. What moves is who owns the basin as it develops. Do not let an internal approval threshold decide basin strategy."

Every objection has a scripted, sourced answer, written before you walk in.

It is mechanism design, not haggling. We change the game the negotiation is played inside, so the outcome is decided before anyone sits down.

Why so few

We take a handful of these a year, on purpose.

An engagement like this is partners in the room for months, carrying real risk on the fee. That does not scale, and we do not try to make it. We take the ones where the number is big enough, the data is clean enough, and the counterparty is worth the fight.

A few a year. Taken by fit, not by volume.

The receipts

You do not have to take the conviction on faith.

The record is on the Ledger.

Named clients, the testimonial, and the anonymized case cards: what these engagements actually returned, in dollars, on the table.

>$150M

documented value delivered

~25%

average cost reduction on compression

Read the Ledger →

The engagement

If the number is big enough, let's talk about carrying the risk together.

The first step is a conversation, partner to principal, about the negotiation in front of you and whether it is one we should run on contingency.

Start the conversation

Thirty minutes. Under NDA the moment you want it.