Strategic advisory and execution
Bring us a difficult problem.
Growth stops for a reason, and it's rarely the one the company expects. We find the constraint, work out what to do about it, build what's missing, and stay until the thing is moving.
Strategic advisory and execution. Sometimes it's strategy, sometimes it's software, and sometimes it's a market you haven't entered yet.
What brought you here?
Pick the closest. Each one starts somewhere different.
- I know what I needYou have a specific deliverable or outcome in mind, and you want it scoped and priced.See defined deliverables
- I know the problemYou can describe what's wrong and you want help solving it. Tell us, and we'll tell you what it takes.Tell us the problem
- Something is wrongThe numbers or the operation feel wrong, but you can't name the underlying constraint yet.Start the Operating Diagnostic
- I have an unusual opportunityIt crosses functions, markets, systems, or organizations, and nobody owns the whole thing.Describe the opportunity
- We are entering the United StatesYou've decided to enter, or you've already started, but you don't have the US organization in place yet to actually do it.See what a US entry involves
What clients bring us
Understand the opportunity
"We're entering the United States and we don't understand how buyers here decide."
We establish who buys, how the buying process actually runs inside a large company, and what has to be true before a pilot converts.
"We need better intelligence before we make this decision."
We take sources that disagree and turn them into one traceable answer, without manufacturing a consensus that is not there.
"We need to know whether this opportunity is real."
We test it against evidence instead of enthusiasm, and we report the answer even when it's no.
Decide what to do
"We know something's wrong, but we can't isolate the problem."
We work the business down to ground truth, separate the symptom from the cause, and name the constraint.
"We have an opportunity, but we don't know how to structure it."
We design the deal shape, the operating model, and the order things have to happen in.
"We need to understand the economics before we commit capital."
We model cost and feasibility under real uncertainty, and you get a range with every assumption visible.
Build what is missing
"Our data is fragmented and we don't have a useful operating picture."
We build the layer that makes the systems you already have produce one coherent view.
"We have a process that doesn't scale."
We map how the work actually happens, find where automation earns its place, and rebuild it around that.
"We need a system that doesn't exist yet."
We build it, once we've confirmed that no existing product fits the constraint.
Make it happen
"We need to find the right partner, customer, or decision maker."
We work out who matters, how they evaluate, how to reach them, and who we already know. Introductions happen where the fit is real, and not otherwise.
"We need to move from strategy into execution."
We stay past the recommendation and run the implementation, including the parts nobody wants to own.
"We need someone who can work across the business instead of just one function."
We work the whole problem, including the parts that sit between departments.
Why Eleven 186
The industries change, but the underlying problems usually don't. A federal capture manager, a facility security officer, a medical practice owner, and a municipal water utility share no market at all, and yet they share the shape of the problem underneath: fragmented information, a hard constraint, and a decision that has to survive later scrutiny. The breadth here is one method applied to unfamiliar ground.
The work has included systems built for defense, national security, and space missions, alongside logistics, manufacturing, healthcare, water and wastewater, government procurement, and capital markets.
Intelligence systems built from fragmented public data/Compliance-constrained software for high-consequence environments/An advisory network across business sectors, brought in when a problem needs a domain specialist/Procurement and government market navigation/Cost and feasibility modeling before capital commits/Data integration across systems never meant to connect/Products built where the market had nothing/Markets we had to learn before we could sell into them
How we work
- 01
Diagnose
We establish ground truth and separate the symptom from the constraint that's causing it.
- 02
Advise
We develop the options, test them against evidence and economics, and tell you which one we would do.
- 03
Build
We build what's missing, whether that's software, data infrastructure, a process, or the commercial plumbing underneath it.
- 04
Execute
We run the implementation and stay until the thing is actually happening.
Entering the United States
A company can commit to entering the United States long before it actually has anyone here to make that happen. No US president, no customer or partner relationships, no bank, no counsel, no first hire, and nobody who can say which of those matters first.
That gap is where we work: the market assessment, the entry plan, the relationships, the first team, the operating infrastructure, and where the engagement calls for it, the executive who runs the whole thing until your own organization can.
Explore. Enter. Establish. Scale. Transition.
The last stage is the point of the exercise, because we're building the organization that replaces us.
Capacity before headcount
Knowing what has to get done usually arrives well before you have an organization that can do it. The usual response is to hire a permanent executive into a situation nobody has defined yet, which is slow, expensive, and often wrong on the first attempt.
An engagement here reserves a defined share of executive capacity instead. It scales from advice through to running the operation outright, and it's designed to end, so when your permanent organization is ready the work transfers to it.
Advise us. Help us enter. Help us run it. Be our leadership.
Four levels, and the only thing that changes between them is how much of the execution we take responsibility for.
11.186 km/s
Escape velocity.
The firm is named for a number. 11.186 kilometres per second is the speed you need to break free of Earth's gravity, and below it you fall back no matter how hard you threw. What's missing isn't effort. It's the threshold.
Companies run into the same arithmetic. Growth hits a limit somewhere in the market, the capital, the people, the systems, or the relationships. Our work is naming which one it is, and then building enough momentum to carry past it.
Find the constraint. Build the path through it.
Tell us the problem
Write two paragraphs about a messy situation. A person reads them. And if you can't name the problem yet, start with the Operating Diagnostic instead. Twelve questions, about two minutes, no call required.