by Veleriax
By invitation only

The business has a problem.
You have the report.
Still can't decide.

Frame is a decision system. Not a consulting firm. Not a chatbot. It runs 39 specialists against your situation and extracts the binary decisions, tipping conditions, and structural dependencies that reports bury in narrative.

Built by an operator with 25 years advising principals across the GCC and Europe.

What it produces

Not a report. A decision instrument.

Real output from a real session. A company just lost 28% of its revenue. The board has days, not weeks. This is what Frame extracted.

Extraction output
Governing Thought
This company built its cost base for one relationship rather than for a market, and that relationship's withdrawal exposes a fixed-cost structure that will consume available liquidity within six months.
Decision #1 of 6
#1 Should the residual 3% EBITDA figure be accepted as the plan foundation or verified bottom-up before any cost targets are set?
Accept the 3% residual EBITDA and proceed with cost targets based on it
If the true margin is lower or negative, the cost-out target is insufficient and the board approves a survival plan built on an unverified foundation.
CFO produces a contract-by-contract margin analysis by day five
Every cost target, breakeven date, and cash runway figure rests on a verified number. The board cannot be misled by false precision.
Tipping condition: Bottom-up margin analysis complete by day five, before any cost targets are set
Gates: Decision #4 (bank engagement approach)
Assumptions
The AED 40M pipeline contains genuine active opportunities, not stale CRM entries or speculative additions
The facility agreement does not contain a MAC clause triggered by a 28% revenue loss and EBITDA falling from 14% to 3%
Structural Factors
Revenue AED 180M. Largest client: 28% (AED 50.4M). 90 days' notice given.
Cash AED 22M. Debt facility AED 18M with AED 7M undrawn. Post-departure EBITDA: 3%.
How it works

Eight minutes. Zero ambiguity.

Most advisory takes weeks and ends in a PDF that nobody acts on. Frame ends in a decision.

1

You describe what happened

Your biggest client just walked. The acquisition is failing. The board wants a plan by Friday. Write it in plain language.

2

39 specialists break it down

Strategy, finance, risk, legal, operations, people. The right ones are picked for your situation. Each builds on the last. No gaps, no repetition.

3

Decisions, not just narrative

Two paths per decision. What happens if you choose each. The deadline that tips it. The assumption that breaks it. The dependency that blocks it.

You already know the situation.
Now decide.

By invitation. If this is what you have been looking for, request access.

Request invitation