Private intelligence for decision-makers
For the decision that cannot wait for the consensus to form. Private briefings and memos that turn a contested, fast-moving situation into a choice you can defend.
CEOs and executives
Leaders making strategic, capital, and technology decisions with incomplete information.
Boards
Directors responsible for governance, risk, and long-term institutional direction.
Investors and strategy teams
Teams pricing macro pressure, AI exposure, market structure, and geopolitical risk.
Policy and security leaders
Decision-makers navigating industrial policy, competition, and strategic risk.
Built around your live decision
Advisory work is strongest when the room has a live question, a narrow window, and a need to see the forces underneath the public story.
The work starts with the choice in front of the room, the clock on it, and the assumptions worth testing before it is made.
Private IntelligencePrivate advisory sessionDecision-ready outputs
The work produces usable material for the decision at hand, written and framed for the people who have to act.
Decision frame
A clear statement of the choice, constraint, timing problem, and assumptions that matter.
Private memo
A concise written read on the evidence, mechanisms, implications, and open questions.
Risk map
A structured view of exposures, second-order effects, and conditions that would change the recommendation.
Watch points
Specific signals to monitor as the situation moves from uncertainty toward action.
Where markets, capital, technology, and power collide
Each engagement is built around the decision, the audience, the time horizon, and the signals that would change the view.
Capital allocation under uncertainty
Investment and balance-sheet decisions when the signals are incomplete.
Request thisAI infrastructure, compute, and energy
Where compute, power, and capital intensity reset competitive position.
Request thisIndustrial policy and strategic competition
How states and firms compete for durable advantage.
Request thisMarket structure and execution risk
The rules and frictions that decide whether a strategy clears.
Request thisState capacity and institutional bottlenecks
Where execution, permitting, and coordination bind.
Request thisRisk signals, resilience, and watch points
The indicators that move a risk from footnote to cost of capital.
Request thisFrom problem to decision
Every engagement moves through the same three steps: framing, evidence, and judgment. The output is better information and a specific course of action.
Define the decision that matters
Separate the public story from the choice, constraint, and timing problem that should drive action.
Build and pressure-test the case
Organize market structure, institutional capacity, capital flows, and strategic context into a usable view.
Align the team to a decision
Translate the evidence into options, risks, watch points, and the conditions that would change the recommendation.
Formats built for the decision context
Executive briefing
The room leaves with one shared, pressure-tested read on the situation.
Request thisStrategic memo
The decision is clarified in writing, with evidence and implications stated plainly.
Request thisScenario workshop
Assumptions are tested, scenarios are mapped, and the range of outcomes is clearer.
Request thisBoard session
Directors leave with tighter framing on the risk and the conditions that would change it.
Request thisBrendan Hart
economist, entrepreneur, and executive advisor
FounderBrendan Hart is an economist, entrepreneur, and executive advisor with two decades of experience building organizations and leading transformation across technology, defense, human capital, and government.
Through his writing, teaching, and advisory work, Hart provides economic intelligence for leaders who need to understand how markets, institutions, technology, and capital shape economic power.
He began his career as a team leader in the United States Marine Corps' premier antiterrorism unit, and went on to co-found SVA and BMNT. He holds degrees from Dartmouth College and the University of Virginia Darden School of Business.
Bring a live decision into focus
Send the decision context, the timing, the audience, and the question the work needs to resolve.