Six practices. Each opens with a feasibility question and ends with a written finding.

Every practice at Thompson Capital Strategies asks the same thing in its own language, is this feasible, and answers in writing, on a date fixed at the outset: feasible, feasible with conditions, or not feasible. All six are staffed from the same bench of principals, each of whom holds a senior operating role in the sector they advise. A practice stands alone or plugs into a full engagement, from the first question to the last milestone.

For operators about to lease, buy or build. We test a site or building against the operation it will have to host (labor, logistics, utilities, entitlements, schedule and total cost) and put the answer in writing before you commit. Incentives negotiated as part of the case, never as the reason to choose a site; then support through acquisition, disposition or repositioning.

For plants and service lines where scrap, rework, downtime or expedited freight are eating margin, or a new line has to hit a specification it hasn’t hit yet. A capability study first (whether the process can meet the target at all), then statistical process control and workflow discipline installed on your line and handed to your people.

For buyers in diligence, sellers preparing to go to market, and boards whose integration plan is still a slide. Transaction feasibility and integration-risk assessment, operational and commercial diligence, sell-side positioning, and a post-close plan with owners and dates. No financing, no success fee.

For growth plans about to be funded, market entries and adjacencies on the table, and boards that have only seen the base case. Market and financial feasibility with the downside case written out, capital-structure and funding-sequence guidance, and an organization designed against the plan rather than the org chart.

For companies selling to hospitals, airports, prime contractors and agencies. Channel and go-to-market feasibility costed against what the channel takes to win, positioning built for a procurement committee, and a pursuit strategy for named government and enterprise accounts.

For authorized government customers, their prime contractors, and commercial principals in elevated-risk environments. Mission feasibility, diplomatic security support, protective services, specialty transportation and deployment support, performed only under lawful contract and the licensing regime that applies.

Most engagements cross more than one practice. One principal stays accountable.

A site decision usually rests on throughput assumptions nobody has tested. An acquisition is usually paid for by a growth plan that has only been modeled in the base case. A market entry usually needs a facility, and the facility needs a workforce the market may not have. Because all six practices are staffed from one bench, the question travels across them without a hand-off: the principal who scoped it writes the finding, pulls in the colleague whose sector it touches, and stays accountable through execution, as a bounded feasibility study, an advisory mandate with a deliverable and an end date, or an operating partner inside the business.