Team & execution
Team depth, technical capability, execution track record, operational maturity, hiring capacity.
Sector · Technology
Structured intelligence for technology projects.
Structuring technology innovation, execution, and market risk into decision-grade intelligence for capital allocators and founders.
How the framework applies.
Technology projects carry different analytical weight than capital-intensive physical assets. Product-market fit, execution, and runway dominate earlier; operating scale and unit economics dominate later.
Product & technology
Technical feasibility, competitive differentiation, defensibility, scalability, technology risk.
Market & commercial
Market size, customer acquisition, competitive positioning, unit economics, revenue model integrity.
Capital & runway
Capital efficiency, burn discipline, runway certainty, follow-on capital access, regulatory and IP exposure.
Dimension emphasis by stage.
Technology project stage weighting shifts more dramatically than capital-intensive sectors as projects progress from concept to operating business.
| Stage | Dimensions carrying most weight |
|---|---|
| Stage 1–2 | Team, Product thesis, Market thesis |
| Stage 3–4 | Execution, Early traction, Financial discipline |
| Stage 5–6 | Unit economics, Scaling execution, Capital efficiency |
| Stage 7 | Operating performance, Market position, Profitability trajectory |
Common analytical questions.
Typical focus areas in technology engagements:
- Does the team have the technical capability and execution track record to ship?
- What is the evidence of product-market fit at current scale?
- How do unit economics look and how sensitive are they to pricing and retention assumptions?
- What is the competitive landscape and what defensibility does the project actually have?
- What is the runway picture and what are realistic follow-on financing paths?
Engage TCA for a Technology project.
Initial conversations cover scope, specific sector characteristics, and data availability.
Contact TCA