Tucker & Lewis Advisory had a Market Readiness Assessment its directors had refined over years of property and facilities management advisory work. It existed in their heads and in their paid engagements. We turned it into a scored diagnostic on their website that any operator in the sector can run themselves. First conversation to published in under a week.
Tucker & Lewis Advisory is an independent Australian advisory practice in asset, property and facilities management. Its directors, David Tucker and Ryan Lewis, advise on operating models, procurement, and financial and operational performance.
Their Market Readiness Assessment was the instrument behind a large part of that work. It tested whether a property or facilities services business was ready to compete for institutional work. It had been refined across years of engagements. It was rigorous, and the sector it serves mostly runs on relationships and instinct rather than scored evidence.
It also only ever ran one way. In a room, with a director present, inside a paid engagement.
That is a constraint on the firm that owns it. The methodology cannot reach a prospect who has not yet booked a meeting. It cannot demonstrate its own value before someone has committed to paying for it. And it lives in two people, which makes it fragile.
The engagement began as a peer conversation about automation in late May 2026, not as a sales process.
The obvious version of this build is a web form. Ask some questions, add up some numbers, show a score. That version fails, and it fails in a way the client can see immediately.
An assessment that a senior practitioner delivers in person is not a questionnaire. The practitioner decides what evidence counts, notices when an answer is confident but unsupported, and weighs one capability area against another based on what the business is actually trying to do. Strip that out and you are left with a quiz that produces a number nobody trusts.
The problem worth solving was not building the form. It was preserving the judgement inside a structure that runs without the practitioner in the room.
That is the same problem we solve on programme assurance. Define the capability areas. Decide what evidence moves a score. Surface the gaps while there is still time to act. The domain here was property and facilities management rather than ERP or HRIS, and the discipline was identical.
We worked with both directors to decompose the assessment into eight capability areas and thirty-three questions, weighted across the areas rather than spread evenly. The questions, the scoring and the copy were reviewed by the directors together and locked before any build began. The methodology remained theirs at every point.
Responses roll up to a maturity position per capability area, from Ad hoc through to Optimised, and then to an overall readiness band: Foundational, Building, Approaching Ready, Ready. A band is a defensible statement about where a business sits. A raw percentage is not.
The result dashboard returns a score, the readiness band, an overall maturity position, a heatmap across the eight areas, and explicit callouts for the strongest area and the biggest gap. A visitor who never speaks to TLA still leaves with something they can act on. A visitor who wants the detail requests a branded report, which arrives by email with a full per-area breakdown and every response recorded.
The assessment was built and unit tested away from the live site before anything touched it, then ported into TLA's own environment and verified in preview. Scoring, result and report were all checked against the locked specification before publication. TLA published it themselves.
Once the assessment was live, submissions were wired through to TLA's CRM, and the report was automated end to end so it generates and sends on submission with the branded PDF attached, with an internal notification to the firm. That went to production in late June 2026 after a full test submission was verified.
The first phase went live on 3 June 2026, under a week from the first conversation.
The Market Readiness Scorecard is live on tla.services as a free self-assessment for the property and facilities management sector. It takes about ten minutes. It returns a scored result immediately and a full report by email.
What changed for TLA is the shape of the front door. A prospect can now run the firm's own diagnostic at nine at night without booking anything, and arrive at a first conversation already holding a scored view of their own gaps. The methodology is unchanged. Its reach is not.
Most advisory firms carry their best IP in their heads. That is a constraint, not a moat.
Our focus is ERP, HRIS and workforce technology programmes, because that is where the governance failures are most expensive. The discipline underneath is not platform specific. Define the capability areas. Decide what evidence counts. Score against it. Surface the gaps while there is still time to act.
That discipline applies to a three-year HRIS programme and to an advisory firm's own methodology. This engagement was the second case. We took no position on the property and facilities management content, because it was not ours to hold. We built the structure that let someone else's expertise operate at a scale two people cannot.
The structure that makes expertise repeatable is the same structure that makes a programme governable. If that is the problem in front of you, we are happy to talk.
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