When Moses Adedoyin joined GuideWell, he saw a familiar enterprise problem.

Teams had ideas.
Leadership wanted growth.
People were moving quickly.

What they didn’t have was a shared methodology for evaluating risk, testing assumptions, and making investment decisions.

Mazda partnered with Precoil to help teams move forward on high uncertainty initiatives where progress had slowed. Through a hands-on working session applying the Precoil Extract–Map–Test (EMT) approach, teams worked on real projects, clarified assumptions, and defined concrete next steps grounded in evidence rather than debate.

When Dave Masters was Senior Director of Product at Realtor.com, his team found itself at a crossroads.

They had a promising product idea.
They had smart people in the room.
They had options.

What they didn’t have was clarity.

When Darren Stoddart was leading innovation at Behr, the company had made a bold move, to detach an innovation function from the core business.

DuPont partnered with Precoil to embed the EMT System (Extract–Map–Test) as enterprise decision infrastructure for high-uncertainty growth, enabling teams to surface risk early and make faster Commit / Correct / Cut decisions. Across 35+ growth initiatives, EMT drove $24MM in new revenue, $12MM in cost savings, and institutionalized evidence-based portfolio management across 100% of business lines.

Do you feel as if your strategic decisions can’t keep pace with the market? Across industries, decisions that once took weeks are now stretching into months.

Corporate Venture Capital (CVC) is becoming increasingly popular to accelerate innovation. Yet, we need a modern way to evaluate startup business models and design experiments to test before we invest.

Learn how to build a resilient business by addressing external risks to desirability, viability, and feasibility in an ever-changing environment.

I’ve noticed some trends in what has worked (and what hasn’t) with regards to creating a repeatable system for experimentation.

This goes to show you with some rigorous testing and core principles to guide you, anything is possible.

Why is the Build Measure Learn loop so hard to put into practice? Because we don't start with learn.

Let’s dig into the results of our 2023 Experiment Traps Assessment.

There is a lot of hype behind AI, but what is the business model?

How do Web3 companies create, deliver and capture value?

Mailchimp was acquired by Intuit for about $12 billion, but did you know they struggled with their business model in the very early days?

Thinking about testing business ideas at your company? This video will provide some guidance on the big capabilities you'll need to get started.

When you are designing an experiment to de-risk your business idea, check in with your team and ask “Are we experimenting with our customers or on them?”

Corporations have been quietly embracing crowdfunding over the last 5 years. If you haven’t noticed, it is probably because they are using lightly branded entities or “labs brands” to do so.

One of the common mistakes I’ve seen with NPS is that it is used at the wrong time. Combine this with the fact that it is also a lagging indicator and you get not only misrepresented information but you get it, way, way too late.

The experiment produces strong evidence because it is launched in the real world with customers taking a specific action.