Opportunity Source Mapping

Create a structured, reusable map or index for Opportunity Source Mapping. The objective is to remove ambiguity around opportunity source, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.

Bertie or a programme manager assigns Opportunity Source Mapping when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.

founder profile; initial idea or opportunity notes; sector interests; early assumptions; available market signals; source information to structure; specific context for opportunity source.

1. 1Define the Target Mapping Object and Core Decisionexpand_more

   The founder explicitly specifies the nature of the opportunity sources being evaluated and the exact strategic gate this exercise informs. This requires establishing scope boundaries across technology, market segment, or operational origin to prevent unfocused data collection. The founder articulates whether the mapping supports initial market entry, pivot selection, or venture thesis validation.

   Objective

   Clarifying the target object and key decision prevents misdirected research and sets precise analytical boundaries. This establishes the structural baseline for Task 36, ensuring that subsequent source data directly informs a go/no-go or prioritisation decision for the venture.

   What's expected

   The founder produces a written scoping charter defining the unit of analysis and the explicit decision boundary. This includes a documented decision matrix template signed off by key team members or mentors before data gathering commences.

   Consultant stress-test · 5 questions

   1. 1.What specific strategic gate or decision will become impossible to make if this mapping exercise fails?
   2. 2.How did you determine the boundaries of the opportunity unit without artificially constraining higher-potential adjacent models?
   3. 3.Why is this specific decision threshold appropriate for your current stage of capital and resources?
   4. 4.What evidence demonstrates that your defined target object reflects real market mechanics rather than internal assumptions?
   5. 5.How does narrowing the scoping criteria at this stage impact your ability to spot non-obvious disruption pathways?

   Open action arrow_forward
2. 2Isolate and Categorise Primary Opportunity Sourcesexpand_more
3. 3Harvest Multi-Source Data Across Ecosystem Signalsexpand_more
4. 4Synthesise Information into an Opportunity Source Registerexpand_more
5. 5Analyse Source Dependencies and Prioritise Opportunitiesexpand_more
6. 6Institutionalise the Asset in the Venture Data Roomexpand_more

• A data-room asset titled Opportunity Source Mapping
• A structured map, register, dashboard or index that can be reused by founders, mentors, programme managers and investors
• It should update the venture DNA with specific evidence or decisions about opportunity source, create a visible milestone in the founder journey, and generate one or more recommended next tasks

A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.

Draft your output and let Bertie review it