01 · Integrated development intelligence
Know whether it's worth the capital before you commit it.
Subsurface, commercial, environmental and operational inputs connected into one picture you can defend. So you can progress it, redesign it, or reject it, without second guessing the analysis.
02 · The problem
Nobody fails for lack of data.
You have plenty of data. What you do not have is a way to get it into one usable decision inside the time you have.
Geology sits with one team. Engineering with another. Commercial has its own model, environmental has its own constraints, and none of it agrees. So someone rebuilds the narrative by hand, under time pressure, every time an input moves.
"I only ever get one P50 case to take to the board. I don't have time to test alternatives, so I'm presenting the average and hoping."
A development lead, in their words
03 · The cost
What that costs you.
- Slow cyclesWeeks reconciling assumptions instead of testing options.
- Money on the wrong thingsOpportunities progressed that should have been screened out early.
- One case, no alternativesA single P50 taken to the board because there was no time to run anything else.
- Weak ground in the room"We think so" does not hold up when someone finds the risk you missed.
And the part nobody says out loud: if something was missed, that lands on you.
04 · The offer
The Integrated Development Assessment.
A paid, fixed scope, first pass assessment of one opportunity or tenure. Delivered with our specialists, run on DEKS. You get a defensible go or no go before you commit major capital.
What you get
- An integrated picture of the opportunity across subsurface, commercial, environmental and operational factors
- Multiple development scenarios modelled and compared, not a single case
- An uncertainty and risk map for the opportunity
- A prioritised set of the next decisions that most affect value
- A board ready decision pack you can take into an investment or JV review
- Review sessions with our team, agreed at scoping
05 · The difference
One case is a guess. Ten is a position.
The standard approach gives you a base case and a couple of sensitivities, because that is all there is time for by hand.
Once the model is standing, we run the cases that actually matter. Different development sequences. Different pricing. Different environmental constraints.
Then you walk in knowing which assumptions the answer is sensitive to, and which ones do not move it at all.
That is the difference between defending a number and defending a decision.
06 · Timing
How long it takes, honestly.
- Weeks, not quartersTo first pass clarity on an opportunity.
- MinutesTo re-run a scenario, once the model is set up.
- Depends on your dataTo stand the model up in the first place.
That last one matters. Where the data is sparse or messy, getting the model up is the long pole in the tent, and we will tell you that during scoping rather than after.
Anyone quoting you an unqualified turnaround has not looked at your data yet.
07 · Objections
The things people usually ask.
"We don't have time to learn another system."
You are not learning a system. We run it, with your people in the room. What you get back is a pack, not a login.
"Sounds expensive."
It is priced against the cost of the wrong development decision, not against another technical study. On a project worth tens or hundreds of millions, the question is what an avoidable mistake costs.
"Our assets are too complex."
Complexity is the reason the current approach breaks down. Fragmentation gets worse the more disciplines are involved, not better.
"We already have consultants."
Good ones, probably. They will each give you an excellent answer in their own discipline. The gap is the integration, and that is the part that gets challenged in the board room.
"We already have planning software."
So do most operators. Planning software plans. It does not reconcile geology, commercial, environmental and operational inputs into one defensible position, which is the actual job.
Capacity
We take a limited number of assessments each quarter, because Geoff is on every one of them and that is the point. When a quarter fills, new work moves to the next intake.
Start with a conversation
Bring the opportunity you are looking at. We will tell you whether an assessment would help, what it would cover, and what it would take.