Most decision intelligence platforms model data and rules. StratSim models the human system around the decision.
Boards, banks and investors use StratSim where the outcome depends on what competitors, executives, counterparties and staff do next — not on what the spreadsheet says.
Engagements are accepted selectively. We work with a limited number of institutions at any one time.
Applied to live institutional decisions.
StratSim has been used inside real board and executive processes — not as a demonstration, but as an input to decisions that were subsequently taken.
Concession-holder reaction simulated across an entire international portfolio before a single contract was renegotiated.
Stakeholder reaction to a senior executive appointment modelled across an 18-month horizon, and used in the authority’s decision process.
Leadership and counterparty reaction to a major infrastructure decision simulated ahead of the board vote, and confirmed directionally accurate by the bank’s own team.
Cases anonymised at client request. Particulars available under NDA.
A simulation, not a forecast.
A forecast returns a number. A simulation returns behaviour — who moves, when, in response to whom, and what that sets off. A decision is examined from the positions of the executives, boards, regulators, competitors, counterparties, investors, employees and customers whose responses determine its outcome.
We scope the specific decision, the parties to it, and the horizon over which consequences matter.
The decision is examined through the strategic and decision-maker perspectives it actually implicates — each carrying its own objectives, constraints and competing interests.
Perspectives respond to the scenario and to one another across successive periods. Second-order consequences surface on their own.
A written assessment covering the headline outcome, a risk score, each perspective’s final position and stated reasoning, an 18-month sequence of events with second-order effects, and the actions indicated. Issued as a document for the board pack.
The resulting intelligence is scrutinised and validated by our team before being delivered to the client. Technology-led, human-validated.
Positions move as events unfold.
Most decision tools return a set of independent views. StratSim examines a decision as a system, in which positions are not fixed but move in response to what has already happened. A defection provokes a raid; a concession invites another. What surfaces is the sequence, not a snapshot.
Scoped against the decision, not sold against a tier.
Every engagement is scoped and priced individually. Terms are agreed in writing before work begins.
A single decision, examined in depth. Delivered as a written assessment for the board or executive committee.
Standing access for a strategy or transaction team working through a live pipeline of decisions.
Simulation embedded into a standing decision process, with perspectives configured to the institution’s own structure and a dedicated team.
A dedicated engagement built around one transaction — an acquisition, a restructuring, a market entry.
What simulation does, and what it does not.
The limits are stated here because the method is only useful to someone who understands them. We would rather decline an engagement than oversell the instrument.
Surfaces second-order human reaction — who defects, who escalates, who goes quiet, and in what order.
Stress-tests a decision while it can still be changed, rather than explaining it afterwards.
Makes disagreement explicit. Perspectives hold conflicting objectives and act on them rather than converging on a house view.
It does not predict named individuals. The perspectives are constructed composites carrying roles and incentives — they are fictional by design, and named fictionally so they are never mistaken for real people.
It does not produce statistical forecasts. Figures are directional and comparative, not probabilistic, and should not be read as such.
It does not replace diligence, legal advice or financial modelling. It sits beside them and answers a question they do not.
Outputs are decision support for professional review. Findings should be verified independently before they are acted on.
Decision intelligence for institutions.
We work with boards, banks, investors and public authorities on decisions where the consequences are borne over years rather than quarters.
If the decision is consequential, it is worth rehearsing.
Tell us what you are facing. We will tell you whether simulation is the right instrument for it.
Contact StratSim