Decision frame
What must be true for the project to work—and what would kill it.
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01 · FEASIBILITY STUDY
Should we build it—or walk?
A decision document for developments that need more than demographic rings, broker optimism, or a spreadsheet built to say yes.
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THE QUESTIONDoes the evidence support the project?
WHAT THIS IS
Not a market-data dump. A written position on whether the concept survives contact with the market.
The study assembles demand, supply, site conditions, ownership, pipeline, rents, costs, and competitive behavior around one decision. The conclusion can be yes, no, or yes—but not this version.
INSIDE THE STUDY
Seven lines of evidence. One recommendation.
Market + demand
Trade area, households, employment, spending, growth, and demand drivers.
Competitive supply
Existing inventory, pipeline, absorption, rents, vacancy, and positioning.
Site reality
Access, visibility, adjacency, parcel context, ownership, and constraints.
Financial test
Base case, downside case, sensitivity, and the assumptions doing the work.
Risk register
The facts that could change the conclusion and how to monitor them.
Recommendation
Proceed, revise, pause, or walk—with a defensible reason attached.
A REAL EXAMPLE
NE Oklahoma City feasibility study
A corridor-level demand case translated into brand fit, competitive gaps, development patterns, and ranked sites. The point was not to describe northeast Oklahoma City. It was to decide what belonged there next.
- Demand and leakage analysis
- Competitive inventory and pipeline
- Concept fit and ranked opportunities
- Sources, assumptions, and limitations
BEST FIT
Use this when the cost of being wrong is larger than the cost of finding out.
Ground-up development
Adaptive reuse
Public-private projects
Capital partner diligence
Go / no-go decisions
START WITH THE DECISION