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Welcome

Sholto, Jim - Thank you for the opportunity to propose our approach.

Hazel and I prepared this document for you both as a structured response to our recent discussions. It is still very much a discussion document, but it gets us along the path.

There are variables and options with every program, sequence, and option. And this will be the agenda for the following conversation.

 
 

This Document

Formally, this document reflects our current understanding of Harrier's ambition at this moment of transition, the decisions ahead, and the need for clarity across strategy, brand, product, markets, and internal alignment.

We aim to set out a focused, evidence-based programme of work that supports the next phase of Harrier’s growth, strengthens the quality of strategic decision-making, and gives the team a coherent blueprint for execution.

High-Level Background

Harrier has matured from a rural land-use optimisation concept into a generalisable decision intelligence platform that converts disparate datasets into actionable, spatially-anchored intelligence. The team now needs a unifying strategic and brand framework to prepare for:

  • Seed investment closing in spring 2026

  • Clear market prioritisation

  • A coherent value proposition and go-to-market

  • Internal alignment across founders, investors, design, development and early partners

  • A scalable, product-first model with optional service wrappers (e.g. VAR/white-label)

  • Avoiding drift caused by strong external personalities and well-intentioned investor input

Harrier has a working MVP, an emerging AR product, a growing design and engineering capability, four potential industry entries, and a pressing need to make high-quality strategic choices.

The founders want clarity, cohesion, and a narrative that removes ambiguity and anchors decisions in evidence rather than instinct.

The Exam Question

 

Subtext:

  • Validate Harrier as a category? Product, platform, tool, service, or hybrid.

  • Define the markets we must prioritise first, and why.

  • Develop the promise the brand must make externally, and how it’s internalised.

  • Understand the evidence, features and capabilities required at each stage of customer/prospect maturity.

  • Ensure decisions align with actions, investments, capabilities, and timing.

  • Avoid incoherence created by instinct-only choices, investor pressure, or over-extension.

 

Our Approach

Structured Visual Thinking™ + Framework Science™

We apply an integrated set of strategic, market and operational frameworks aligned to Harrier’s specific context. This is a collaborative, high-visibility process built around:

The Exam Question as the organising principle
Keeps every conversation focused and prevents drift.

Discovery + Framing
Assimilate business plans, market analyses, competitor scans, sector dives, technical roadmaps and investor expectations. Source inputs, competitor PDFs, business plan)

Independent research into the dynamics that could have the most influence on the strategy and choices made. 

Framework Design
Custom strategic, market and operational frameworks to structure choices around key topics, such as:

  • Vision and Ambition

  • Category definition

  • Market and opportunity prioritisation

  • Product architecture and roadmap

  • Pricing and partner models

  • Go-to-market and brand narrative

  • Internal culture, behaviours and adoption

  • Strategy execution

  • Performance Measurement

Immersive Working Session

A real-time, large-scale collaboration experience. A visualisation environment where the team makes deliberate, irrevocable decisions.

The decisions turn into:

  • Clear frameworks

  • Strategic narrative

  • Messaging stack

  • Market entry plan

  • Operating and investment implications

  • Partner and white-label pathways

The process is iterative, logic-driven and evidence-anchored. It will also respect Harrier’s instinct-led culture while strengthening decision quality and coherence.

The Outcomes

Strategic Clarity

  • Refined/meaningful and distinctive category definition for Harrier

  • Market prioritisation grounded in evidence and capability.

  • A coherent blueprint that ties product, brand, tech and commercial strategy together

  • A shared understanding of the constraints and opportunities within the tech roadmap

Market and Brand Readiness

  • A value proposition that works across industries and geographies

  • Messaging that works at the tool level, sector level and platform level

  • A unifying brand story suitable for investor, partner and customer audiences

Operational and Cultural Alignment

  • Internal alignment across founders, CTO, designers, developers and early investors

  • A clear distinction between product, service wrapper and partner model
    Defined ways of working, decision logic and behavioural expectations

Decision Quality & Governance

  • A method to prevent drift through investor overreach or instinct-only decision cycles

  • A lightweight but rigorous structure for strategic choice making

  • A roadmap aligned to the realities of engineering capacity, investment and timeline (Dependencies here)

Tangible, Reusable Assets

  • Blueprint v1.0

  • Strategic narrative

  • Messaging and ICP definitions

  • Market entry plan

  • High-resolution frameworks

  • Optional Mezzanine™ workspace for continuity

The Program Outline

ONE: Discovery & Framing ~4–5 weeks

Inputs, interviews, strategic intelligence, competitor and sector reviews. If we choose to include Mezzanine™, all data will be gathered and entered from this moment forward.

Outputs:

  • Draft ‘What Good Looks Like’ for Harrier

  • Early definition options for category, markets, and product scope

  • Success criteria and design parameters

TWO: Content Synthesis & Framework Design ~3–4 weeks

Outputs (illustrative):

  • Blueprint v1.0 (Internal facing)

  • Vision, purpose, mission

  • Market architecture

  • Product architecture

  • Category definition

  • Brand narrative spine

  • Go-to-market logic

  • Decision criteria + preliminary metrics

THREE: Immersive Intervention ~2 days

Outputs:
Blueprint v1.0 (External facing)

  • High-definition strategic frameworks and toolkit

  • Strategic choices

  • Enterprise story

  • Principles for brand, product and market

  • Alignment report

FOUR: Activation & Handover ~2–3 weeks

Outputs:

  • Narrative Pack (investor + partner ready)

  • Messaging stack

  • Prioritised initiatives

  • Roadmap and decision matrix

  • Digital archive and Mezzanine™ workspace (option)

The Commercial Approach

Proposed Model

A fixed-fee program covering all four phases. From discovery through to activation and handover. Group Partners leads John Caswell + Hazel Tiffany. Plus, the studio and the backup team.

Framework development and design. All facilitation and visualisation. High-resolution digital assets through GP Studio. Narrative packs and comms tools. Post-engagement debrief and handover. We haven’t included any costs for Mezzanine™ at this stage.

£45,000

Travel and accommodation, venue hire and any related costs will be charged at cost and agreed in advance.

Payment profile:
30 per cent on engagement
40 per cent at completion of the immersive intervention
30 per cent on the final handover

(Timing will reflect the holiday period and immediate demands from Harrier’s tech and funding cycles.)