Make Better AI & Growth Investment Decisions

Reduce Risk Before Capital Moves

We help leadership teams identify critical risk, align on what must be true, and generate evidence before committing capital.

The investment decision standard for these leading global companies.

Here’s what speed without impact looks like:

The same work moves forward with “more output,” but no better results
Teams are moving fast, but from different assumptions
No one agrees on what must be true before scaling
Everything looks cheap early, until it becomes expensive

Then suddenly you’ve scaled the wrong things, and they’re hard to stop, unwind, or reverse

$24M in New Growth and $12M saved in 36 months

DuPont generated $24M from the combined 57% of the projects (Commit + Correct) that launched in the market and saved $12M by re-deploying resources from the 43% of the Cut projects.

26% Commit
Customer-validated value propositions with strong sponsorship and competitive advantage
31% Correct
Early course correction based on customer, market, or value-chain evidence
43% Cut
Projects discontinued early due to lack of viable path forward, liberating capital and talent

35 different strategic bets across all lines of business at DuPont

Discover our client case studies and insights

DuPont

DuPont partnered with Precoil to drive $24MM in new revenue, $12MM in cost savings, and institutionalized evidence-based portfolio management across 100% of business lines. Learn how they use the EMT System to drive new growth.

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Mazda

Mazda partnered with Precoil to strengthen decision making on high-uncertainty initiatives, reduce internal friction, and align teams around evidence-based action. Learn how they used the EMT System to move ideas forward with clarity and momentum.

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Behr

When Darren Stoddart was leading innovation at Behr, the company had made a bold move, to detach an innovation function from the core business. The goal was clear, work on opportunities that were riskier, less defined, and further from the core.

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Realtor.com

When Dave Masters, Senior Director of Product at Realtor.com, hit a crossroads on a major product bet. Through structured assumption mapping and a deliberate testing toolkit, they saved time and reduced risk.

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GuideWell

When Moses Adedoyin and the innovation team at GuideWell needed a consistent way to evaluate new ventures. Through structured experimentation and assumption testing, they built a shared language for reducing risk before making larger investments.

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HP

HP is at the crossroads of hardware and software. They know opportunity cost of building the wrong thing is hundreds of millions of dollars. Learn how they use low fidelity experimentation to de-risk their products and experiences.

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Adobe

Adobe didn’t iterate by guessing, they mapped their assumptions and ran focused tests that built clarity and confidence. This became one of their most successful apps of all time, Adobe Express.

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Toyota

Toyota is pushing the boundaries of what it means to be a car company by testing new innovations in mobility. Rapid testing of their mobile gas payments project led to a decision that saved over $35MM in implementation costs.

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Led By David J. Bland

David J Bland helps enterprise leadership teams make evidence-backed decisions before major capital commitments.

He is the co-author of Testing Business Ideas and founder of Precoil, where he developed the EMT System (Extract–Map–Test) a decision-readiness standard for high-uncertainty, high-capital strategic bets.

He helps executive teams build decision infrastructure that makes risk explicit, shared, and testable before major funding, momentum, and sunk costs make decisions harder to change.

The result is clear Commit, Correct, or Cut verdicts backed by evidence, not opinion, slide decks, or forced consensus.

Testing Business Ideas (Wiley), co-authored with Alexander Osterwalder, has sold more than 100,000 copies in over 20 languages and is used by organizations worldwide to systematically test assumptions.

David works with Fortune 500 leadership teams and leading institutions including Stanford University, Harvard University, and Yale University.

His focus is not innovation theater or idea generation, but installing durable systems that allow leaders to think big, test small, and commit deliberately.