Evidence for
decisions that
cannot be wrong.

NEO's commercial due diligence work on our target was the most rigorous we have received from an independent research firm in Asia. The primary interviews Abhishek's team conducted with the target's top customers revealed a customer concentration risk that the management data had obscured. We renegotiated the deal price on the basis of that finding. The research paid for itself many times over.

We commissioned NEO to size the India market for our SaaS product ahead of a Series B fundraise. The TAM/SAM/SOM model they delivered was built entirely from primary research — buyer interviews, distributor conversations, and a 400-respondent survey. It gave our investors a level of confidence in the market size that our previous desk research simply could not. We closed the round with the market size as a central part of the investment thesis.

Our board had approved a market entry into Southeast Asia. Before committing to a distributor and a local team, we brought in NEO to validate the channel economics and competitive dynamics. What they found fundamentally changed our go-to-market model — the distributor relationships we had assumed would be available were locked up by an incumbent we had underestimated. Their recommendation saved us from a costly misstep and redesigned our entry approach around the channels that were actually accessible.

We needed to understand willingness-to-pay for a new insurance product across three Indian cities before we set our premium structure. NEO ran quantitative research with over 500 respondents and followed it with qualitative depth interviews that explained the quantitative patterns. The pricing architecture we built on the back of that research produced a conversion rate 40% above our internal modelling. Abhishek was available throughout the engagement and his interpretation of the data was genuinely insightful.

NEO delivered a competitive intelligence study on three of our most aggressive rivals in the India market. The depth of the primary research — actual interviews with their customers, their distributors, and people who had worked there — produced a picture of their real cost structures and growth plans that no secondary research could have provided. We used the findings to redesign our key account strategy and repositioned two of our product lines. The engagement has had a measurable impact on our win rate in competitive situations.

I have worked with several research firms across my career in private equity. What distinguishes NEO is that they think like investors, not researchers. When they assessed the revenue quality of our target's customer base, they focused on exactly the metrics that affect enterprise value — cohort retention, pricing power, and contract renewal dynamics. The report was structured around our investment decision, not around a generic market overview. That level of commercial focus is rare and made the diligence materially more useful.

We engaged NEO for a full market entry study covering Saudi Arabia and the UAE. The regulatory analysis, distributor mapping, and end-customer interviews were all conducted in-market, not remotely — which showed in the quality of the output. The competitive landscape they produced included players we were entirely unaware of and which would have directly competed for our target customer segment. We entered the Saudi market six months later with a strategy built directly on NEO's recommendations. The first year revenue exceeded our target by 22%.