Knowledge
What do people believe they know about the project and its local effects?
Decision intelligence + market research
A clearer decision starts with a better question.
We help leaders make sense of the evidence around people and the market. Then we put the answer into a form they can use.
Market research and analytics, used together in support of the decision.
Questions we help answer
You do not need to know which service to ask for.
Start with the decision in front of you. We will help sort the available evidence from what is missing. From there, we choose the work most likely to clarify the decision.
01
Where is the growth?
Find the best path for growth and the evidence needed to pursue it.
See how we would approach it → 02What do people value?
Separate what people generally like from what drives a choice.
See how we would approach it → 03Who should we focus on?
Understand where to focus without losing the people inside the segments.
See how we would approach it → 04What earns trust?
Learn why people believe one source and doubt another. See where the leadership story and the public story diverge.
See how we would approach it → 05What does our evidence support?
Reconcile the research with what people have done and what the organization already knows.
See how we would approach it → 06How do we keep using the answer?
Turn one analysis into a working tool leaders can return to.
See how we would approach it →A question worth studying
What happens when a community does not trust the process?
Consider a data center proposed for a growing community. Leaders may be talking about jobs and infrastructure while residents are asking who will bear the costs and who stands to benefit. Both can be true. Useful research can show what people understand and where doubt enters the decision.
This example is an owned research question. It makes no claim about a client or a published finding.
Trust
Who do they believe, and why?
Tradeoffs
Which benefits and costs shape the choice people make?
Process
Do people believe their questions can still affect what happens next?
How the work moves
From uncertainty to something leaders can use.
Good decision support does not begin with a favorite method. It begins by being precise about the choice and what evidence could change it.
- 1
Clarify the question
Name the decision and who must use the answer. Be clear about the uncertainty.
- 2
Assemble the evidence
Bring together research, operational data, public signals, and informed judgment.
- 3
Test the story
Separate patterns from assumptions and show where the evidence is strong or limited.
- 4
Make the choice usable
Deliver the working document or system the decision requires.
- 5
Keep learning
Measure what happens next and refine the question as the evidence changes.
What this looks like in practice
Different organizations. The same need for a clear choice.
Client work stays private unless it is approved for release. These anonymized briefs show the kinds of decisions we help leaders work through without pretending that a recommendation is the same thing as a result.
Decision brief 01
Defining the change before the campaign
- Question
- What must a campaign understand before asking people to see something differently?
- Evidence
- Bespoke research identified the belief, experience, or barrier shaping the starting point.
- Decision use
- A model of change gives the campaign a clear goal and a way to measure movement.
Anonymized capability pattern; no client, campaign, model, or reported result is identified.
Decision brief 02
Choosing what should lead
- Question
- Which product benefits drive preference, and which are simply well liked?
- Evidence
- A structured choice study compared stated preference with the choices people made.
- Decision use
- The product and message can lead with what drives the choice.
Anonymized pattern; no client outcome is implied.
Decision brief 03
Finding the first market wedge
- Question
- Where should a new offer begin, and what still needs to be learned before launch?
- Evidence
- Survey evidence was read alongside technical limits and the market context.
- Decision use
- The decision brief sets a bounded position and one next question to validate.
Anonymized pattern; engineering and partner detail withheld.
Decision brief 04
Seeing relationship value clearly
- Question
- Which donor or constituent relationships are durable, and where should leadership attention go?
- Evidence
- Constituent records were organized around entry pathways and the durability of each relationship.
- Decision use
- Leadership can compare stewardship needs with the resources available.
Anonymized pattern; no person-level prediction or private value disclosed.
Decision brief 05
Testing where demand is real
- Question
- Which places and audiences can support the next growth move?
- Evidence
- Market signals and public data were read against customer behavior and operating limits.
- Decision use
- The decision orders the focus and offer, then names the first test.
Category pattern for restaurant and home-services decisions. It also applies to solar and location questions; no client or result is disclosed.
Decision brief 06
Making an institution's next move visible
- Question
- What do institutional engagement and giving patterns say leadership should examine next?
- Evidence
- Institutional records were organized around the choices leaders directly control.
- Decision use
- The decision view brings planning and resource allocation into the same conversation, including stewardship.
Category pattern for colleges and nonprofits; no person or institution is identified.
Our standard is simple: connect the recommendation to its evidence, and state what the evidence cannot prove.
Selected relationships
Some of the organizations and initiatives we have worked with.
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He Gets Us
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The Chosen
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Gloo
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Barna Group
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Hillsdale College
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Truscott Rossman
The work differs by relationship. We do not publish private details or results without permission.
Who is accountable
The person in the room should understand how the answer was reached.
Carl McQueen leads McQueen Analytics and stays close from the original question through the recommendation. The work brings in the researchers and specialists the decision requires.
Methods should be inspectable. Limits should be stated plainly. The recommendation should not claim more than the evidence can carry.
About McQueen Analytics →Start with the decision
What are you trying to decide?
You do not need a finished research brief. Tell us the question, what is making it difficult, and what a useful answer would change.
A first conversation is for understanding the decision—not forcing a scope.