Method

How expert judgment becomes operational

Most strategic analysis is trapped in decks, frameworks, and expert judgment — hard to reuse, hard to operate, and slow to turn into action. The tools in this portfolio take a different approach: decompose the problem, formalize the judgment into testable rules, and ship something someone can actually operate.

Evidence and provenance

Inspectable

The portfolio lets you inspect the inputs, rules, outputs, and interaction design. That is the capability evidence.

Illustrative

Presets and worked examples are synthetic operating profiles. Uncited numeric thresholds are author-defined heuristics, not market standards.

Not claimed

These personal tools do not represent client data, employer deployment, user adoption, or realised business results.

The process

Decompose

Break the domain into its core variables, actors, and failure modes. Map how value flows, where it leaks, and which forces shape outcomes.

Output: A structural map of the domain — the components that matter and how they interact.

See it → Issuer P&L

Formalize

Convert structural patterns into explicit decision rules. Each rule has a condition, a threshold, and a consequence — pass, warning, or fail.

Output: A rule set that turns qualitative judgment into testable, repeatable logic.

See it → Co-Brand

Calibrate

Separate cited facts from author judgment. Link a public source when a specific benchmark is used; otherwise label the threshold as a heuristic and stress-test it with illustrative scenarios.

Output: Traceable assumptions, explicit thresholds, and scenarios that make sensitivity visible.

See it → Conversion

Ship

Build the system into an interface designed for quick orientation. Inputs can be adjusted, rules can be traced, and outputs can be reviewed in one place.

Output: An interactive tool with inspectable inputs, rules, and outputs.

See it → SME Payments

Analytical perspectives behind the tools

Every domain has structural forces that shape outcomes. The question is whether you see them systematically or catch them ad hoc. Each Logica tool is built on a structured set of analytical perspectives — ways of looking at a domain that surface different kinds of insight.

The analytical operating system uses a set of structured perspectives to decompose complexity into usable decision systems.

Structure

What are the core components, and where does value leak?

Before you can diagnose anything, you need to see the machine. Structural analysis decomposes a domain into its fundamental components — revenue lines, cost drivers, flow paths — and maps how they interact. Most strategic errors start here: people optimize a component without seeing how it connects to the rest of the system.

In credit card issuer economics, the P&L looks simple until you decompose it into seven forces: transaction mix, revolving behavior, fee structure, reward costs, risk appetite, acquisition cost, and portfolio lifecycle stage. Each force pulls in a different direction. The Issuer P&L tool maps all seven and diagnoses where the portfolio is creating or destroying value.

Tool 01 → Issuer P&L

Readiness & transition

What must be true before a system change creates value rather than destroys it?

Change projects fail not because the destination is wrong, but because the preconditions weren't met. Readiness analysis identifies the hard prerequisites — operational capacity, organizational alignment, risk buffers, timing constraints — and tests whether they're actually in place before the switch is flipped.

A card portfolio conversion looks like a technical migration until you realize it's an organizational stress test. The Conversion tool checks eight dimensions — from IT infrastructure and PMO maturity to regulatory clearance and post-migration activation — and computes whether the timeline has any buffer left. Most conversions that fail were never ready to begin with.

Tool 03 → Conversion

Power & incentives

Who captures value, and how does control shift across the system?

In any multi-player system, margins don't just compress — they migrate. Power analysis tracks where value concentrates, which players have leverage, and what structural shifts are redistributing economics. In acquiring, the question isn't whether margins are thin — it's whether the business controls enough of the value chain to survive when they get thinner.

Tool 04 → Acquiring

Product-market architecture

Does the product architecture match observable customer and operating behaviour?

A product can have every feature and still miss the market. Architecture analysis tests whether the product's structure — what it bundles, how it engages, what makes it stick — aligns with the buyer's actual workflow and decision patterns. In SME payments, the gap between "payment card" and "operating system" is the gap between commodity and defensibility.

Tool 05 → SME Payments

Design principles

Explicit inputs, not hidden assumptions

Every parameter the system uses is visible and adjustable. If a judgment call drives the output, the user should be the one making it.

Rules, not scores

Each tool uses named decision rules with clear thresholds — not a blended score that obscures what's actually driving the result. You can trace every output back to the rule that produced it.

Every input must change an output

No decorative parameters. If an input exists, it must affect at least one decision rule. If it doesn't change the diagnosis, it doesn't belong in the tool.

Proxies are acknowledged, not hidden

Sources, proxies, and author judgment stay separate. A number without a linked source is treated as an illustrative heuristic, not an industry benchmark.

Designed for quick orientation

A first-time visitor should be able to find the purpose, inputs, rules, and outputs in one interface, with deeper assumptions available for inspection.

Beyond payments

Payments was the starting point: six tools apply the same diagnostic architecture within one domain. The marketplace diagnostic is a seventh, cross-domain example. This repetition demonstrates how the structure transfers; it does not claim client validation or adoption.

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