Independent research for strategic decisions
Apply the research behind Power Curve reports and memos to your capital allocation, market-entry, technology, and policy decisions.
Executive teams
Leaders assessing how economic and technological change affects strategy and capital allocation.
Boards
Directors responsible for governance, risk, capital allocation, and institutional direction.
Investors and strategy teams
Teams pricing macro pressure, AI exposure, market structure, technology risk, and geopolitical leverage.
Policy and security leaders
Decision-makers navigating industrial policy, defense production, strategic competition, and execution risk.
The publication standard, applied privately
Each engagement begins with the decision and the evidence standard required to support it. The output is a sharper view of what is happening, what matters, and what would prove the judgment wrong.
Useful analysis clarifies the decision, tests its assumptions, and identifies what would change the recommendation.
Private IntelligencePrivate advisory sessionDecision-ready intelligence
Receive a written assessment of the evidence, the assumptions behind it, and the conditions that would change the recommendation.
Decision framework
A clear statement of the choice, constraint, timing problem, and assumptions that matter.
Private memo
A concise assessment of the evidence, economic 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.
Research applied to your strategic priorities
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.
Discuss this topicAI infrastructure, compute, and energy
How compute capacity, energy supply, and investment requirements shape competitive advantage.
Discuss this topicIndustrial policy and strategic competition
How states and firms compete for durable advantage.
Discuss this topicMarket structure and execution risk
How market rules and execution barriers affect a strategy’s viability.
Discuss this topicState capacity and institutional bottlenecks
How permitting and coordination constraints limit delivery.
Discuss this topicRisk signals, resilience, and watch points
Indicators of rising risk and its implications for financing costs.
Discuss this topicAdvisory work stays anchored to research
Briefing plus memo
An initial discussion, private briefing, written decision memo, and follow-up session to review the findings.
High-consequence judgment
Capital allocation, market entry, AI infrastructure exposure, policy risk, or board-level strategy under uncertainty.
Quoted after scoping
Pricing depends on urgency, research depth, audience size, and whether the work requires a single session or ongoing advisory support.
From uncertainty to judgment
Each engagement defines the decision, assembles the evidence, tests the explanation, and identifies what would change the assessment.
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.
Assess the options and implications
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. His work connects economic analysis with the decisions leaders face when allocating capital, building institutional capacity, and setting strategy under uncertainty.
Through his writing, teaching, and advisory work, Hart examines how markets, institutions, technology, and capital shape economic power. He translates structural change into economic intelligence: where power is accumulating, what drives its concentration, and how it affects investment, policy, and competition. His perspective combines an economist’s focus on incentives, constraints, and institutions with an entrepreneur’s understanding of what it takes to build and execute.
Hart began his career as a team leader in the United States Marine Corps’ premier antiterrorism unit before co-founding BMNT and SVA. His experience across government and business informs his approach to turning strategic ambition into organizational capability.
He holds degrees from Dartmouth College and the University of Virginia Darden School of Business.
Discuss your decision
Send the decision context, the timing, the audience, and the question the work needs to resolve.