IntakeStructured intake
What your operating leaders know, in a form a model can use. Most models are wrong because this gets skipped.
Every decision has consequences inside the world your business operates in. We build that world and run it first.
Our Religion is a decision simulation platform. Your customers, rivals and market — built into a world that runs, and that your team puts decisions through before committing budget.
STRATA.
The layer that turns a business into a running world, and what that world does back into a decision. Six stages, in order. The first three exist to make the question clear — and they are where most simulation projects quietly fail.
TranslationBusiness into world
Your business restated as a world: the actors, the forces on them, the one question worth answering.
ReadinessScored out of thirty
Six lenses, scored after translation — so we’re scoring the model, not the meeting. Below sixteen we stop.
ArchitectureThe world design
Five layers, specified to the point an engineering team could build them.
TestingThe runs
A baseline, three to five interventions, a stress test. The path worth taking falls out of the comparison.
AccountabilityThe ledger
Every call recorded with its date, its confidence band, and what happened. This stage never closes.
STRATA runs on BASIN, the cognition engine licensed from Worldlines. BASIN makes a world run; STRATA makes it answer the question you actually have — a product you haven’t launched, a market that hasn’t responded, a change of direction you can’t test any other way. It does not stop running when a project would have ended.
Six kinds of world.
Translation ends by naming which of these you have. Open any one — this is the same platform running in six different sectors, with real controls and live output.
Customer journey
Sector
Consumer product
$180m household care brand · grocery and direct
The question
Trial sells brilliantly. The second purchase does not. Where are we losing them?
The simulated solution
Ten thousand buyers, ninety days, three gates. Each ring’s width is the live pass rate; what falls past is lost.
Launch discount
How much we take off to win the first purchase.
After they buy
Whether anyone shows a new buyer how to use it properly.
—Repeat rate
—Annual revenue from new buyers
What the model returns
—
Illustrative model. Figures are not client data.
Market entry
Sector
Film
Studio franchise · a territory it has never distributed in
The question
What actually happens when we open here — and does opening wide help, or exhaust the audience before the run begins?
The simulated solution
Each marker is a city, its column height that week’s admissions. Release ignites the map; word of mouth carries it, or it goes dark.
How we release it
The fans already following it
—Opening week admissions
—Twelve-week box office
What the model returns
—
Illustrative model. Figures are not client data.
Product development
Sector
Creator economy
Creator platform · 30,000 creators, free today
The question
Will the creators this was built for actually pay — and does the price decide it?
The simulated solution
Three shells — biggest names at the core, mid-tier around them, emerging outside. Adoption travels only along a connection someone can see.
Monthly price
What a creator pays to be on the paid tier.
Who we let in first
Proof only travels between creators who can see each other’s economics.
—Paying creators at month 12
—Annual recurring revenue
What the model returns
—
Illustrative model. Figures are not client data.
Competitive war game
Sector
Sport
Rights holder · three growth markets worth $84m a year
The question
Which rival response actually costs us money — and can we stop it before it happens?
The simulated solution
The season calendar as a board, each market carrying its rights value. We place our fixture; three rivals answer. What their reply knocks out is money off the table.
What we announce
Our slot in the calendar
Rivals answer with whatever costs them least.
—Rights value at risk
—What that reply costs the rival
What the model returns
—
Illustrative model. Figures are not client data.
Cultural trajectory
Sector
Intellectual property
Character IP · forty years old, nine licensed categories
The question
It performs today. Is anyone under thirty going to bring it up in five years?
The simulated solution
The character at the centre, four cohorts in orbit. Distance is indifference: as affection decays a cohort drifts outward and dims.
What we spend the next five years doing
Combine any of them. Cost markers are relative.
—Licensing revenue, year five
—Affection index, 61 today
What the model returns
—
Illustrative model. Figures are not client data.
Crisis and resilience
Sector
Brand
Premium consumer brand · four channels, three segments
The question
What actually breaks us — and which of those do we not recover from?
The simulated solution
Brand health as terrain, every peak a segment on a channel. A shock craters the surface and the damage spreads before it heals.
What goes wrong
When someone escalates it
—Peak revenue lost
—Revenue at month 18
What the model returns
—
Illustrative model. Figures are not client data.
Simulations under build.
Instances being built now. Partners are named under NDA and their outputs stay with them.
The Pit WallGlobal motorsport · in build with a media partner
827MPeople who follow Formula 1 worldwidecited — F1 / Nielsen, 2025
438MEngaged, but no brand is tending to themcited — F1 / Nielsen, 2025
100k+Respondents behind the fan modelcited — Global F1 Fan Survey, 2025
186Countries covered by that surveycited — Global F1 Fan Survey, 2025
Can your business be modelled?
Stage three of STRATA, in short form. Six questions, ninety seconds, a straight answer — including the one where the answer is not yet.
1. How well documented is the way your brand actually behaves?
2. How many real decisions do your customers make about you?
3. How much of their behaviour can you actually see?
4. How well do you understand what drives your market?
5. How many revenue levers could be modelled?
6. How much rests on the decision in front of you?
The questions we get asked.
The five that come up every time. Answered the way we would answer them on a call.
A platform. You get an instance of your own market: it runs, your team operates it, and it is still there when the next decision arrives. The recommendations on this page are what the model returns, not what an adviser thinks.
Partly, which is why the first three stages exist. Assumptions are drawn out of your operating leaders, written in plain English, and scored before anything is built. If they are weak we say so and stop. We will not bury them in a model and present the output as fact.
No. We work from what your operating leaders know plus whatever behavioural data exists — no warehouse, no migration, no instrumentation project. Individual customer data is almost never needed.
You own the world built from your business — the design, the rules, the intelligence. Your team operates it: change an assumption and re-run it without booking anyone. We own STRATA, the layer that makes worlds out of businesses.
Mapping runs four to six weeks and ends with a straight answer on whether your business can be modelled. Useful whichever way it goes — and if the score comes back low, we tell you and stop.
Anything beyond these is specific to your business, and better answered by a person. Speak to our team.
Built by.
A simulation is only as credible as the people who specified it. Six disciplines work on the same model, because a world specified by any one of them alone produces something confident and wrong.
Data Scientists
The work that grounds a world in what actually happened, and says so when the evidence is thin.
Mathematicians
Calibration and the honest limits of inference — why the Ledger records a confidence tier against every call.
AI Engineers
Agent architecture and decision logic: thousands of actors behaving independently rather than as an average.
Product and Marketing Experts
How demand behaves, and how an operator uses a model. A world nobody can operate is a research paper.
Culture Forward Creatives
Reading where meaning is moving before it reaches the data. Cultural drift is the variable most models omit.
Entrepreneurs and Operators
People who have run the businesses we model. Intake only works when the person asking has done the job.
How you get on the platform.
Three stages, each a decision point. You can stop after any of them, and nothing is committed until the one before it has earned it.
MappingIntake · Translation · Readiness
Your business goes in and comes out scored for whether it can be modelled at all.
4–6 weeks
World buildArchitecture
Your world specified and built — landscape, actors, rules, signals, clock — to the point it can be stood up and run.
6–10 weeks
Live instanceTesting · Accountability
Your world goes live and stays live. Your team runs scenarios whenever a decision comes up. The Ledger opens here and never closes.
12–16 weeksthen the Ledger stays open
Access is priced per stage. A live instance is not a project that finishes — it is the difference between buying an answer and having somewhere to put the next question.
Bring us a decision you’re afraid of.
Usually the ones that keep getting deferred because nobody can evidence them. Tell us what is on the table and we will tell you, straight, whether it can be modelled.