Evidence for the decisions that matter
Private intelligence applies the same evidence standard behind Power Curve reports and memos to important decisions.
Executive teams
Leaders making strategic, capital, and technology decisions before the market has priced the shift.
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.
The work is useful only if it improves judgment under uncertainty and makes the next decision harder to confuse with the public story.
Private IntelligencePrivate advisory sessionDecision-ready intelligence
The work produces material the room can use: a private read, the assumptions behind it, and the signals that should change the decision.
Decision framework
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, institutions, 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 thisAdvisory work stays anchored to research.
Briefing plus memo
A focused intake, private briefing, written decision memo, and follow-up readout for questions that need a defensible view quickly.
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
Every engagement moves through the same operating logic: frame the question, build the evidence, test the mechanism, and identify what would change the view.
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.