The Narwhal Project

Accelerating growth to turn great ideas into Unicorns.

Research about Growth 

We’ve looked at the growth trajectories of thousands of companies and have ended up creating a framework that can be applied by companies to figure out Unicorn Math or what is essentially, an Algorithm for Growth. Our objective is to discover the underlying factors that lead to the creation of Unicorns and help you apply these principles to your company. This is some of our recent research.

Unicorn Math

This is a summary of much of the research we have done to arrive at Unicorn Math.

The Path to an IPO

Over the last four years, there have been substantial changes in IPOs in the software world. We looked at the results of 58 software companies that have gone public in the US since 2013.

Scaling Up

This report is full of growth metrics for software companies. The beginning section is on market size.

Unicorn Math

Take one gigantic market, add a highly differentiated idea that really meets customer needs, figure out how to market it efficiently, add lots of capital and you can fuel rapid growth and create a Unicorn. That’s Unicorn Math.

A $20 billion dollar market


An Idea 50% better than what exists

 A Net Promoter Score of 30


M&S 33% of next year’s revenue

Capital 2 times revenue


To get a 100% growth rate

Triggers and Barriers to Innovation

If you think you have a great business or product idea your success will depend in part on how well you understand your prospective customer. In fact, If you listen closely, your customers will tell you what business you are in.

This book is all about understanding those potential customers. It’s about figuring out what triggers them to buy and what barriers get in the way of you making a sale. It’s about how to listen to customers so that you can understand their behavior and capitalize on it to make your business a resounding success.

The thing about customers is that they don’t talk very loudly. In fact, sometimes they won’t talk to you at all. They won’t tell you what they want or what you should create. Customers won’t tell you what triggers them to make a purchase. They also won’t tell you why they won’t buy, or what barriers get in the way of them making a purchase. As a result, they might not even know that what you have is something they need.

What you need is a framework to help you listen to customers, to understand what triggers them, what barriers stop them, and how they view your competition. That’s what we’re going to give you in this book: a framework to help you understand your prospective customers’ triggers and barriers – how they think, what they feel, and how your idea relates to their lives.