Know what to check before you spend.
Are you about to pay for a study, a consultant or equipment?
A fixed-price diagnostic shows you which information could change your decision, and how to get it. Then you can decide: continue, adjust or stop.
First conversation free of charge. Fixed price, whatever the outcome.
Fictional exampleFreezing equipment, blueberries
Buy the equipment?
The price buyers will pay
A few buyer commitments
Volumes after the first season
What is your situation?
You are about to invest in a project.
A new product, equipment, a process change, a study or a business plan: the diagnostic shows you which information could change your decision, and how to get it.
The decision diagnosticYou are thinking of claiming SR&ED tax credits.
Before any claim is prepared, a preliminary opinion tells you whether your project involves genuine technological uncertainty, which parts are eligible and which are not. You then decide whether to claim.
Ask for a preliminary opinionYou already have a consultant.
An independent, low-cost second opinion shows you the risks of the current engagement. Then you continue with your consultant, knowing the risks.
Ask for a second opinionBefore you put money into your project, do you know what to check?
A study answers a question; you still need to know which one to ask. Otherwise, you pay for information that will not change your decision.
Do these questions sound familiar?
- Should we develop this product?
- Should we turn our production into a value-added product?
- Should we buy this new equipment or change our process?
- Should we commission a business plan or a study?
- Is the project ready for the board?
What to check, before you spend.
You receive a concise brief that you can present to your board of directors or your lender.
The diagnostic starts from what you already know. If a piece of evidence is missing, it tells you which one, and how to obtain it.
Fixed price, set in advance according to the scope of the engagement, starting at $1,000.
Your information remains confidential. A non-disclosure agreement can be signed from the first conversation.
Discover the diagnosticIt tells you:
- the decision to be made and your options;
- what to check first, and why;
- the simplest way to check it reliably;
- what will remain uncertain, even afterwards.
The diagnostic may conclude that you should continue, adjust or stop. The brief prepares the decision. The decision remains yours.
An example, for illustration
A wild blueberry grower is considering buying freezing equipment worth tens of thousands of dollars to sell under his own brand. Before choosing the equipment, one question comes first: will buyers pay the price needed? A few commitments from buyers can answer it before anything is purchased.
How it works
Tell me about your project.
A few lines through the form, by email or by phone. The first conversation is free of charge.
We discuss it, then you receive a proposal.
Price and timeline set in advance. If your project does not need a diagnostic, I will tell you.
I deliver the brief and we review it together.
You then decide, knowing what has been verified and what has not.
Measure to decide, not to reassure.
The diagnostic does not try to convince you to spend. It seeks to find out whether the expense is worth it, even when the answer is to stop.
- I have nothing to gain from your going ahead.My fees are set in advance, whatever the verdict.
- I don't sell you the next step.The brief is complete in itself.
- I don't promise success.I tell you what will remain uncertain.
What about AI? It can write a business plan in an hour and point out risks. It does not choose, for you, which one to check before you spend.
Who conducts the diagnostic
Michel Ross, P.Eng.
Lecturer in management, Université de Moncton · M.A.P., GrDip (Computer Science)
An engineer, he prepared SR&ED tax credit claims for businesses in Quebec and Atlantic Canada from 2000 to 2015. An inventor, he has filed patent applications himself. He knows the questions that funders of innovation ask, and the risks taken by those who carry it out.
Three questions before you spend.
What decision do you need to make?
What information could actually change your decision?
What is the simplest way to obtain it reliably?
These three questions come before any study. They focus the effort on the information that could actually change your decision.
What you will know, what you won't, and why you can decide anyway.
Tell me what you are considering and what makes you hesitate: a project, an SR&ED claim or an ongoing engagement. I will tell you whether I can help, or whether you can decide without me.
The first conversation is free of charge.