Scale-Up Strategy (TRL 2-9)
Define the path from concept to commercial product with clear gates, constraints, and priorities at each stage.
Revenant Resources
We help companies turn technology into industrial reality.
From early-stage concepts to commercial deployment through structured decision-making, data-driven development, and commercial alignment.
Advisory for complex technology development, with selective participation in value creation opportunities.
The problem is rarely innovation.
It is translation.
Between concept and commercialization, technical systems can be developed without enough structure, without enough decision-quality evidence, and without enough alignment between engineering, economics, and execution.
That gap is where momentum is lost, capital is misallocated, and promising technologies struggle to become real industrial solutions.
The most important output in development is not the system itself. It is the quality of the decisions it enables.
Most teams eventually face the same fork in the road: push toward product and revenue, or slow down to generate the data needed to understand what will actually hold at scale. Handled poorly, one locks in weak assumptions while the other stalls progress. With the right structure, each step forward can be designed to generate both progress and clarity.
What We Do
Techno-Economic Analysis (TEA)
Build transparent models that connect process assumptions to capital, operating costs, and value outcomes.
Project Scoping
Set up technical project lifecycles with clear scope, stages, and handoffs so work moves cleanly from definition through delivery.
Process Design & Flowsheet Development
Translate learnings into process architecture, practical specifications, and integrated system logic.
Data & Experimental Design
Design evidence programs around key decisions so test work reduces uncertainty instead of creating noise.
Technical & Commercial Due Diligence
Evaluate whether systems will actually work and scale under real conditions.
Scale-Up Strategy (TRL 2-9)
We structure development around technology readiness levels (TRLs), using them as a practical framework for sequencing work, defining decision gates, and focusing resources on the uncertainties that actually matter at each stage.
Early stages are about proving what must be true. Mid stages are about generating reliable, decision-quality data under representative conditions. Later stages are about demonstrating that the system holds—technically, operationally, and economically—under real-world constraints.
Work typically includes framing the system boundary, identifying the few variables that truly drive cost and risk, and sequencing development so each phase produces evidence that supports the next—ensuring progress is grounded in what has been proven, not assumed.
We work directly with teams to implement this structure in practice—translating strategy into clear management systems, pilot programs, and project plans that reflect the realities of each development stage. This ensures work is sequenced, resourced, and executed in a way that stays aligned with what has been learned.
Techno-Economic Analysis (TEA)
We use techno-economic analysis as a living tool to connect technical development with economic reality—linking process assumptions, performance data, and commercial outcomes into a single, evolving model that supports decision-making.
Early models establish directional feasibility and highlight the assumptions that matter most. As development progresses, these models are refined with real data, improving resolution around cost, performance, and risk. At later stages, they become the basis for investment decisions, system design, and commercial structuring.
Work typically includes defining system boundaries, structuring mass and energy balances, identifying the variables that drive value and risk, and building models that evolve alongside the development process—ensuring assumptions are transparent, testable, and continuously updated.
We work directly with teams to implement this in practice—building and maintaining models, integrating new data as it becomes available, and using them to guide decisions around testing, scale-up, and commercialization so that development remains grounded in what is economically real.
Project Scoping
We define projects around the outcomes the business needs—establishing clear system boundaries, objectives, and success criteria before work begins, rather than defaulting to fragmented scopes or generic deliverables.
Early scoping focuses on identifying what must be true for a concept to succeed and where the primary sources of technical, operational, and economic risk lie. This creates a clear basis for prioritization, ensuring effort is directed toward the work that actually matters.
Work typically includes defining system boundaries, mapping key assumptions, identifying the variables that drive cost and risk, and structuring scopes around decision points. This is paired with defining roles and responsibilities, project interfaces, and the organizational structure required to execute effectively.
We work directly with teams to implement this in practice—translating scope into structured project plans with defined milestones, budgets, and ownership, so execution remains coordinated, accountable, and aligned with business outcomes.
Process Design & Flowsheet Development
We translate concepts and data into process designs that reflect how the system actually behaves—accounting for variability, constraints, and the realities of operation rather than idealized representations.
Early design focuses on defining system architecture, material and energy flows, and how feed variability propagates through the process—shaping unit operation selection, operating conditions, and control strategy. As development progresses, designs are refined with real data, improving resolution around integration, repeatability, and the variables that drive performance, cost, and risk.
Work typically includes unit operation selection that accounts for impurity pathways, phase behavior, and inevitable process losses, as well as how output form and purity affect downstream handling, value, and process integration. Design is tightly coupled with techno-economic analysis and experimental planning—informing what needs to be tested, what data is required, and how results should be interpreted.
We work directly with teams to translate this into buildable specifications—developing flowsheets, operating requirements, and design bases that engineering partners can execute against. This ensures detailed design and construction remain grounded in what has been proven, not assumed.
Data & Experimental Design
We design data generation around the decisions that need to be made—ensuring test work produces evidence that reduces uncertainty in the areas that actually matter, rather than generating results that are difficult to interpret or act on.
Early work focuses on identifying the critical assumptions within the system and defining what must be measured to validate them. As development progresses, experimental design shifts toward generating statistically meaningful, repeatable data under conditions that reflect real operation—capturing variability in feed composition, operating conditions, and system interactions to understand what drives performance and what must be controlled.
Work typically includes defining test objectives, designing experiments and pilot programs, and establishing measurement strategies that produce accurate, comparable data. This includes selecting appropriate analytical methods and standards, distinguishing true process variability from measurement error, and designing mass balance campaigns at steady state with representative sampling to ensure system behavior is properly understood.
We work directly with teams to implement this in practice—structuring test plans, guiding execution, and interpreting results in context, so each phase of development produces decision-quality evidence that informs techno-economic analysis, process design, and the next stage of work.
Technical & Commercial Due Diligence
We evaluate technologies and processes in the context of how they will actually operate, integrate, and perform—assessing whether systems are technically sound, economically viable, and compatible with the environments they are intended to work within.
Early diligence focuses on understanding what must be true for a system to function as expected, and where assumptions around performance, scale, and integration may break down. This includes evaluating technical claims, underlying process logic, and how variability, constraints, and operating conditions will impact real-world outcomes.
Work typically includes assessing system compatibility across boundaries—whether between technologies, facilities, or organizations—examining how inputs, outputs, and specifications align. This can involve evaluating feedstock and offtake pathways, integration into existing operations, and whether interfaces between systems will hold under real conditions.
We work directly with investors and operators to implement this in practice—providing an independent, technically grounded view that supports investment decisions, partnership structuring, and integration planning, so that decisions are based on what will actually work, not just what is proposed.
How We Work
Every project has unique requirements - we help find the path that fits from first framing through to execution.
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Frame the System
Define the opportunity in technical and economic terms.
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Build the Model
Develop a living techno-economic model linked to process assumptions.
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Generate the Right Evidence
Design experiments, prototypes, and pilots to reduce critical uncertainties.
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Translate into Design
Develop flowsheets, system architecture, and process specifications.
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Align for Execution
Ensure engineering, operations, and commercial terms are coherent.
Engagement Models
Advisory
- Work directly with technical and leadership teams.
- Includes TEA, pilot planning, process design, and strategy.
- Compensation through an hourly rate contract.
Commission
- Selective participation in high-conviction opportunities.
- Includes waste streams, industrial symbiosis, and offtake structuring.
- Compensation tied to realized value.
Both models stem in the same methodology: disciplined technical development tied to economic reality.
About
Ryan Skingle
Founder,
P.Eng. Chemical Engineer
Ryan brings engineering, operational, and commercial perspectives together to guide the development of complex systems. He has led the development of first-of-kind industrial systems from concept through scale-up, with a focus on defining viable pathways that align incentives, reduce risk, and hold in practice.
If you are working through a scale-up or commercialization challenge, we can help.
Start a conversationRevenant Resources
Technical scale-up and commercialization consultant.