A material external change is verified and the client’s offer appears relevant.
Inspect the work
See how Frontier turns evidence into something a business can use.
These representative deliverables show what leaders, commercial teams and programme owners would inspect: the question, evidence, decision, accountable action and later movement.
V0: Illustrative
Original Frontier structures populated with synthetic, non-client content to demonstrate the work.
A0: No downstream attribution
No delivery, endorsement, savings, pipeline movement, revenue or future performance is claimed.
Locate the operating constraint before prescribing more activity.
Used when: performance is weaker than expected, but the business does not yet know whether the primary issue sits in the market, proposition, process, ownership or measurement.
- Decision enabled
- What should change first?
- Primary users
- Leadership and commercial owners
- Value made visible
- Weak activity removed; improvement priorities owned
Market targetingBoundary too broad
Priority segment and exclusions require definition.
Decision requiredMarketing relevanceEvidence disconnected
Message does not yet reflect buyer context.
DevelopSales processStages inconsistent
Qualification and follow-up rules vary by owner.
Decision requiredWorkflowRepeated research
Context is rebuilt between marketing and sales.
Improvement definedShow where the business could focus and the areas it has deliberately excluded.
Used when: a market, territory, account group or buying scenario needs to be bounded before research and commercial resource are released.
- Decision enabled
- What belongs inside the programme?
- Primary users
- Leadership, strategy and market owners
- Value made visible
- Less unfocused research and fewer weak pursuits
Commercial questionWhich organisations and buying situations warrant active investigation?
Include
- Offer and operational need align
- Territory and economics are supportable
- Decision structure can be investigated
Investigate
- Relevant change; need unresolved
- Fit plausible; access uncertain
- Timing or incumbent position unknown
Exclude
- No credible offer fit
- Outside delivery limits
- Economics do not support pursuit
Separate a credible development from an assumption of buyer intent.
Used when: an apparent opportunity needs deeper investigation before the business commits sales, marketing or delivery capacity.
- Decision enabled
- Should it be classified as Act Now, Developing, Monitor or Close?
- Primary users
- Sales, marketing and decision owners
- Value made visible
- Weak pursuits close earlier; strong work arrives better prepared
Decision questionDoes the verified change justify active commercial effort now?
Budget, buyer timing and procurement route are not yet established.
Releasing wider outreach now could overstate need and consume limited capacity.
Current decisionContinue a bounded investigation. Do not release sales activity yet.
A named owner will verify the missing condition before the agreed review point.
Turn an approved decision into work people can carry without losing context.
Used when: a qualified audience or opportunity is ready for controlled engagement and every message, owner and handover must remain clear.
- Decision enabled
- What may happen next, who owns it and within what limits?
- Primary users
- Marketing, sales and programme owners
- Value made visible
- Fewer lost handovers and unowned responses
- 01AudienceProgramme owner
Only records meeting the agreed evidence and relevance threshold.
- 02Message boundaryClient approval
State the verified change; do not imply budget, timing or need.
- 03Response routeCommercial owner
A relevant response enters the named commercial stage with the evidence attached.
- 04Review triggerHuman decision
The route pauses if no owner is assigned, a material contradiction emerges or the context changes.
Give management one view of quality, capacity, movement and learning.
Used when: leadership needs to decide what should continue, change, receive more resource, pause or close.
- Decision enabled
- Is the programme creating useful movement?
- Primary users
- Leadership and programme governance
- Value made visible
- Efficiency, allocation and commercial movement remain distinct
Examines evidence strength and reasons the work was or was not useful.
Shows active, held, ageing and ownerless work against agreed limits.
Separates activity from movement and retains the reason for each change.
Turns rejected work, contradictions and outcomes into recorded improvements.
The complete deliverable system
Ten records, connected around the same commercial decision.
A client does not receive every record by default. The programme uses only the depth required by the question and agreed scope.
Market Definition & Opportunity Map
The bounded commercial field, segments, rules and priority hypotheses.
Commercial Understanding Brief
Objective, commercial model, current process, constraints and agreed priorities.
Opportunity Decision Brief
A one-page view of change, drivers, possible need, timing and next action.
Opportunity Dossier
Source-dated evidence, contradictions, stakeholders, unknowns and recommendation.
Opportunity Priority Register
Act Now, Developing, Monitor or Close, with owner and review trigger.
Stakeholder Research Record
Relevant roles and verified contact routes with source and usage position.
Marketing Activation Plan
Audience, message, approval, journey, response and handover responsibilities.
CRM & Sales Workflow Plan
Stage rules, ownership, follow-up, account history and commercial handovers.
Monthly Commercial Performance Review
Quality, acceptance, engagement, movement, improvement and recorded outcome.
Programme Improvement Log
What proved useful, what did not, why and what will change next.
How to judge any Frontier deliverable
The document is useful only if the next decision becomes clearer.
Design quality matters, but the record must remain operational: evidence can be challenged, uncertainty is visible, ownership is clear and the business knows what happens next.
- QuestionDoes the record state the decision it exists to improve?
- EvidenceCan fact, interpretation, contradiction and uncertainty be distinguished?
- DecisionIs the conclusion proportionate to what is actually known?
- OwnershipIs the next move assigned, bounded and reviewable?
- ValueCan later movement be measured without overstating contribution?
Work & Evidence
Understand the complete operating system behind the documents.
See how the same evidence moves through investigation, decision, action and measurement.
Review the verification and attribution standard →