Fig. 01 — Louisville, Kentucky
Every Rexion recommendation is preceded by evidence you can inspect. Not a framework applied to your situation, but primary research into your market, your customers, and your own operating data. If we cannot show our work, we do not make the claim.
This is slower than the alternative, and we lose engagements because of it. What it produces is a recommendation that survives the board meeting, the lender call, and the second look six months later.
We work with businesses across Kentucky and southern Indiana between $3M and $90M in revenue, generally at a decision point where being wrong is expensive: a market entry, a major capital commitment, an acquisition, or a strategic reset after a bad year.
Six services. Each begins with research and ends with a recommendation you can defend.
Primary market research, customer interviews, and competitive intelligence gathered specifically for your decision. We speak to your customers and your lost prospects, not to a syndicated panel.
Sizing, competitive assessment, channel evaluation, and a go or no-go recommendation with the reasoning shown. Roughly a third of these engagements conclude with a recommendation not to proceed.
Investment appraisal, scenario modeling, and downside stress testing for major commitments — a facility, a line, an acquisition. We model the case where it goes badly first.
Where your position is genuinely defensible, where it is merely habitual, and what would have to be true for a competitor to take share. Built from field evidence rather than a two-by-two.
Willingness-to-pay research, price architecture, and margin analysis by segment. Pricing is the fastest lever most businesses hold and the one they investigate least.
Independent commercial diligence for acquisitions and board-level support for contested decisions. We are frequently engaged specifically because we have no stake in the answer.
Week one to three is research. Interviews with your customers, your lost prospects, and where relevant your competitors' customers. Extraction and cleaning of your own operating data. No recommendations yet.
Week four is synthesis. We assemble the findings, identify what the evidence supports and what it does not, and flag where the data is too thin to conclude anything at all.
Week five is the recommendation — delivered in writing, with the underlying research attached, so anyone in your organization can check the reasoning rather than take it on authority.
Louisville based. Fifteen years in commercial strategy and diligence before founding Rexion in 2012. Leads research design on every engagement.
Twelve years in primary market research and customer insight. Runs the interview programs that underpin every Rexion recommendation.
CFA. Eleven years in financial modeling and investment appraisal. Builds the scenario models and stress tests the downside case first.
Nine years in professional services delivery. Manages engagement scope, timeline, and the client communication cadence.
They interviewed forty of our customers and eleven we had lost. The answer was not what we expected and it was not what we wanted. It was correct.
Rexion recommended against the acquisition. Two years later the target was in distress. That single piece of advice paid for a decade of fees.
What I valued most was being handed the underlying research. Our board could check the reasoning instead of trusting it.
A first conversation is free and usually clarifies whether the question is answerable.
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