Find overlooked sources of revenue and commercial value - then validate and, where it makes sense, champion the best opportunities into real businesses.
Revenue you're missing. Value you may not fully see. Opportunities worth pursuing - but without the time, focus, or bandwidth to move forward.
For established businesses that already have customers, capabilities, and assets in place - but suspect there's more economic value to extract from them.
Are customers telling you something you haven't fully heard - or not telling you what they really need?
Are you creating more value for customers than either of you can clearly quantify?
Are you underpricing your offerings?
Could an existing product, capability, relationship, or dataset create a new revenue stream?
What valuable knowledge could walk out the door tomorrow?
Is there an opportunity everyone agrees is interesting - but nobody has the bandwidth to champion?
Some companies need help finding an opportunity. Others already have one - but need to validate it, champion it, or turn it into something commercially real.
"We think there's more value here, but we're not sure where to look."
Find opportunities hiding in what the business already has - or could do differently.
"We have a strong idea, but we haven't tested whether customers will actually care - or pay."
Test the opportunity with the market - meeting key stakeholders and a few clients - before committing significant resources.
"We know what we could do. We don't have the bandwidth to drive it."
Give it focused ownership - build the case, align the right people, and get it moving.
"The opportunity is real. Now we need to turn it into a business."
Help turn a validated opportunity into a business with a path to revenue.
The goal is a decision, an initiative, or - where the opportunity warrants it - a business with a path to revenue.
The first three phases are led by me and need little from your team: access to a few key stakeholders, and someone to send me the data I need. Conversations with your clients happen when they make sense, and only with your agreement. A proof of concept can often be built with one to three of your people over a few sprints. Full commercialization may need more, depending on the size of the opportunity.
Where is your business underpricing, under-monetizing, or otherwise leaving value on the table?
A focused search across pricing, monetization, customer economics, and existing assets to find value that isn't currently being captured.
Are you creating more value for customers than either of you can clearly see?
Identify and quantify the economic value you create for customers - especially when neither you nor they can clearly see how much value is at stake.
What new commercial opportunities could be built from capabilities, relationships, data, assets, or customer needs you already have?
Identify how what you already have could become meaningful new products, revenue streams, or businesses.
When the opportunity is there but management bandwidth isn't, give it focused ownership and momentum.
Build the case, align the right people, and get it moving.
Steve Schiff has spent three decades in financial markets and technology, finding value that businesses were not capturing and acting on it. He started by identifying trading opportunities at JPMorgan, then built and ran a new financial-market business from development through commercialization, and has since advised financial services and other companies on pricing and growth.
The difference is what happens next.
The work can move from phase to phase and, where the opportunity warrants it, continue through development and commercial launch. At each stage you have the evidence to make an informed decision on whether to go further.
A conversation to explore where additional value, revenue, or commercial opportunity might already be within reach - and whether it's worth pursuing.
Let's find out →