Know which asset and which parties the evidence actually describes.
Property, building, site, occupier, owner, utility payer, meter and contracting authority are resolved rather than treated as interchangeable.
Frontier platform · controlled development
Connect every property decision to the evidence behind it.
Whole Estate Intelligence is Frontier’s national evidence-to-decision platform for schools, residential care and relevant healthcare properties. It is designed to connect the physical asset, operating reality, sector and engagement context, energy use, building condition, ownership, permissions, finance, delivery and measured performance in one persistent intelligence record.
Current position: the target operating model is being built and validated in phases. Each connected module is validated separately; a forecast is never presented as a verified saving.
- Coverage
- Schools · care · relevant healthcare
- Decision scale
- Asset · estate · portfolio · national programme
- Evidence model
- Source-dated · confidence-visible · versioned
- Lifecycle
- Before investment · through delivery · after commissioning
The platform proposition
The opportunity is not one technology. It is the whole-estate decision.
Property and energy decisions are usually divided across certificates, bills, surveys, capital plans, ownership records, supplier proposals and separate organisations. A plausible intervention can still fail because the wrong asset, payer, owner, permission route or delivery window has been assumed.
Whole Estate Intelligence is designed to connect those dependencies before time and capital are committed, and to keep them connected after work is complete.
See linked pressures instead of isolated equipment.
Energy demand, fabric, roof, heating, controls, resilience, funding and organisational change are interpreted as one operating picture.
Compare sequences, constraints and stakeholder economics.
The occupier, landlord, supplier, investor and programme partner can examine the same physical project through the financial and delivery perspectives relevant to them.
Measure what happened and identify what should improve next.
Commissioned work creates a versioned installed-system record, a measurement plan and the evidence base for the next estate decision.
The practical outcomeA ranked, explainable view of what deserves attention now, what needs more evidence, what should wait and what must not proceed.
Where the intelligence compounds
Behaviour can reveal what matters. Independent evidence decides what can progress.
School Connection and Care Circle Network can contribute governed, permissioned context about the subjects an organisation is exploring: reading relevant material, downloading resources, attending briefings or events, resource requests, replies, enquiries and requests for assessment.
The sector platforms can reveal attention. They do not establish that an opportunity exists. Whole Estate Intelligence tests that context against the physical asset, operating need, authority, finance and delivery conditions. One stream informs the question; the other governs the decision.
SCSchool Connection
CCCare Circle Network
- Weak contextFirst relevant subject interactionUseful for aggregate patterns; insufficient on its own.
- Developing contextRepeated and cross-topic explorationMay justify a better question, not a commercial conclusion.
- Explicit expressionReply, enquiry or resource requestAttributable interest where permissions and purpose allow.
- Direct progressionAssessment requestedIntent to investigate, not proof of budget or authority.
Need
Independent evidence supports a property or operating requirement.
Not necessarily a willing buyer.Interest
Relevant, attributable subject engagement is present.
A page view is not procurement intent.Intent
A direct expression or request to investigate exists.
Not approval, budget or authority.Readiness
Technical, financial, legal and decision-making gates have been satisfied sufficiently for the opportunity to progress.
Not a guarantee of delivery.Sector contextWhat is attracting attention?
+Estate evidenceIs there a supported need?
+Decision gatesCan it responsibly progress?
=Bounded stateAct Now · Developing · Monitor · Close
V0 / Synthetic school trajectory
- Solar briefing viewed
- Roof and funding content explored
- Assessment requested
- Roof, demand, title and connection tested
- Decision: Developing. Sequence the roof question before solar and do not release capital yet
AttributionAnonymous traffic is not silently assigned to a named person. Organisation-level patterns are preferred where they are sufficient.
Signal strengthEmail opens and inferred interests remain weak. Direct requests carry more weight, but still require independent qualification.
Permitted useIndividual-level behaviour is not sold or disclosed without a lawful, transparent and purpose-compatible basis.
Editorial independenceEngagement never purchases coverage, changes an editorial conclusion or moves client-confidential evidence into the public record.
Six client perspectives
One physical estate. Different decisions, duties and measures of value.
The platform does not collapse every participant into one generic business case. It retains the information, risk and outcome each party needs to make its own decision.
Which sites and interventions deserve capital first?
Verified estate inventory, baseline, building condition, funding and PPA pathways, a one-, three- and five-year roadmap, commissioned performance and next-project alerts.
Outcome: clearer capital sequencing across the trust.How can cost and resilience improve without compromising service continuity?
Portfolio and 24-hour demand, heating and hot-water requirements, safety-gated options, landlord and operator responsibilities, investment plan and performance verification.
Outcome: investable improvements inside hard service constraints.Which opportunities are credible, what blocks them and when should we engage?
Qualified project dossier, technical scope, constraints, timing, decision route, lawful contacts, readiness state, recommended next action and milestone tracking.
Outcome: fewer weak pursuits and better-prepared engagement.Which candidates can progress to diligence, and where does the risk sit?
Candidate pipeline, portfolio aggregation, separate occupier and investor cash flows, sensitivities, consent and counterparty risk, execution progress and measured outcomes.
Outcome: stronger screening before underwriting resource is released.Which obligations and improvements should be coordinated?
Asset-level capital roadmap, lease and consent requirements, condition evidence, operating and residual-value assumptions and programme scheduling.
Outcome: fewer conflicts between property duty and occupier benefit.Which cohorts and interventions can create the most defensible impact?
Eligible cohorts, prioritised interventions, investment leverage, cost and carbon measures, deployment position and independently labelled measured results.
Outcome: accountable programme decisions at portfolio scale.How the client uses the intelligence
Explore the estate. Select what continues. Move only approved work forward.
The private application is a decision layer over the maintained intelligence, not a replacement CRM. It gives an authorised client team one place to examine properties, decide what deserves further work and send selected records into its existing process.
Monitor
Keep a property or account under review against defined change conditions.
Investigate
Request the evidence needed to strengthen, narrow or close the position.
Add to programme
Move an approved record into a governed workstream with an owner and next decision.
Export or connect
Download selected records or pass approved updates into the client’s existing system.
How Whole Estate Intelligence is commissioned
Bespoke programme. Price on application.
The service is not forced into a standard package because the viable scope depends on the estate, evidence, decision owners and the depth of modelling, monitoring and delivery required.
A Commercial Review defines a bounded first phase and confirms what must be learned before broader mobilisation.
Compare Frontier’s standard client options →What determines the proposal
- Number, type and relationship of properties or portfolios
- Condition of current asset, energy and compliance evidence
- Client, occupier, owner, funder and delivery responsibilities
- Required modelling, qualification and monitoring depth
- Reporting, integration, client access and governance needs
- Mobilisation sequence, operating cadence and service levels
The permanent intelligence lifecycle
Commissioning is a milestone. It is not the end of the asset record.
The platform retains the route from identity and evidence through investment, delivery, performance and the next improvement. Every material change can reopen, narrow, strengthen or close an opportunity.
- 01Identify and verify
Resolve property, building, organisation, owner, payer, meter, authority and dated evidence.
- 02Interpret and qualify
Connect condition, demand, operating need, funding, engagement, contradictions and readiness.
- 03Model and finance
Compare credible interventions, dependencies, beneficiaries, base case and downside conditions.
- 04Prioritise and progress
Set the stage, owner, next action, permission route, procurement path and delivery milestones.
- 05Commission and verify
Record as-built configuration, warranties, metering and performance against the agreed baseline.
- 06Reassess and expand
Respond to new loads, tariffs, regulations, estate changes and measured results to find the next improvement.
Evidence ruleAn observation may support an investigation. It does not become need, intent, readiness or verified value without the evidence required for that conclusion.
A picture of the product
See how separate signals become one controlled property decision.
This synthetic school scenario demonstrates the structure a client can inspect. It contains no live school, client or performance data and does not represent an investment recommendation.
ASSET DOSSIER · V0: ILLUSTRATIVEIllustrative School 01 · estate and energy review
No live client data- Site relationship
- School within a multi-academy trust
- Operating pattern
- Term-aware daytime demand
- Authority route
- Trust decision · property consent to verify
- Evidence position
- Identity corroborated
- Roof works appear in the capital planCreates a possible sequencing window; scope and date require confirmation.Observed
- Electricity profile supports daytime demandRelevant to self-consumption; meter boundary and tariff remain material.Observed
- Solar screen is positiveSupports further investigation, not structural or connection feasibility.Modelled
- School Connection funding resource requestedSynthetic, permissioned organisation-level interest; not proof of budget, authority or procurement intent.Interest
Roof surveyOpen
Connection capacityOpen
Trust consent routeDefined
Load and tariffEvidence available
Ownership caseModel next
PPA caseModel next
DEVELOPING
Sequence the roof decision before solar. Continue limited investigation; do not release capital yet.
Required next: confirm roof programme and title position, complete structural and electrical surveys, resolve connection conditions and compare ownership with PPA downside cases.
Generation, import, export, faults and tariffs return to the asset record. If export rises, loads change or roof and heating plans change, storage, load shifting, EV charging or heat electrification can be reassessed against measured performance.
Responsive to term dates, trust governance and capital plans.
- Teaching calendar and daytime demand
- Trust, local-authority or landlord authority
- Roof works and estate sequencing
- Education funding and approval routes
24-hour demand with safety and continuity as hard constraints.
- Resident welfare, comfort and hot water
- Operator, owner and lease responsibilities
- Correct matching of the care location to the physical property
- Critical loads, resilience and service continuity
Why the distinction matters
A school operating profile cannot be applied to a care property. A care optimisation cannot reduce essential heating, hot water or resilience merely to improve a modelled return.
The post-commissioning intelligence engine
Every completed project should make the next decision better.
As-built configuration, warranties, responsibilities, expected performance and the measurement plan are retained. Results are compared with the agreed baseline. Each finding is labelled as measured, estimated or inconclusive, with uncertainty and review date visible.
Completed workWhat remains under reviewWhat the evidence may open next
Solar PVGeneration, self-consumption, export, demand shift, inverter faults and tariff movement.Storage, load shifting, EV charging, additional roofs and heat electrification.
Heating or heat pumpSeasonal performance, peak demand, comfort, hot water, faults and operating cost.Fabric, emitters, controls, thermal storage and electrical upgrades.
Controls or BMSScheduling, abnormal baseload, overrides, occupancy and comfort.Lighting, ventilation, demand management and maintenance action.
Fabric improvementWeather-adjusted heat demand, moisture, ventilation, comfort and use changes.Heating-system resizing, ventilation upgrades and the next fabric package.
Care-home resilienceCritical loads, temperature, hot-water continuity, incidents and recovery.Storage, backup, redundancy, equipment replacement and portfolio resilience.
No double-counting: every new recommendation is checked against previous works, warranties, operating restrictions and the party that receives the benefit.
What a client can inspect
Ten connected outputs, not another disconnected data feed.
Each output carries enough evidence, context and ownership to support the next decision. Portfolio views retain the route back to the underlying asset, source and unresolved condition.
- 01Portfolio dashboard
Filters, cohort counts and denominators.
- 02Asset dossier
Source-dated facts, identity and uncertainty.
- 03Opportunity brief
Signals, why-now reasoning and barriers.
- 04Technical options
Interventions, alternatives and dependencies.
- 05Financial scenarios
Separate occupier, owner and investor views.
- 06Prioritised roadmap
Sequence, value, capacity and decision gates.
- 07Material change alerts
What changed, why it matters and next action.
- 08Engagement assessment
Need, interest, intent and readiness kept distinct.
- 09Delivery tracker
Consent, procurement, funding and milestones.
- 10Outcome and next-opportunity record
Measured performance, variance and reassessment.
The right to make a recommendation
The platform is valuable because it is designed to refuse weak conclusions.
The target product must pass eight acceptance gates before a material recommendation or outcome claim is treated as dependable.
Distinguish the school, trust, care provider, location, building, owner and meter correctly.
Link every important claim to dated evidence, method and confidence; keep conflicts visible.
Show corroborating signals, plausible alternatives, constraints and the reason for the decision.
Use reproducible inputs, realistic uncertainty and proportionate analysis.
Reconcile shared physical assumptions with separate stakeholder cash flows and downside cases.
Use lawful attribution and keep need, interest, intent and readiness separate.
Retain the owner, permissions, status, next action and client-specific outputs.
Record the as-built position, adjusted result, variance and next-step reassessment.
Target-state disclosureThis page describes the controlled target operating model. It does not claim full national property coverage, universal source integration, investment-grade accuracy, regulatory approval, guaranteed savings or verified results before the relevant acceptance gates have been passed.
Behavioural evidence boundaryA content interaction is not procurement intent. Anonymous activity is not silently attributed to a named person, and individual-level behavioural information is not disclosed commercially without a lawful, transparent and purpose-compatible basis.
Portfolio or programme review
Bring the estate question, not a preselected technology.
A Commercial Review can examine the property universe, available evidence, operating constraints, decision owners, value at stake and whether a phased intelligence programme is viable.
First examine the National Programme Model →