I spent a significant part of my career developing and implementing processes to manage the front end of oil and gas exploration and development projects. General characteristics of these projects included complexity across the technical, economic, commercial and political landscape. Opportunity Framing was the number one process for clarifying issues, developing priorities and building alignment across a multi-functional stakeholder group. The outcome was a decision driven road map with deliberate decision or stage gates and endorsement of this map from the executive charged with making the decision and his/her team of peers who would need to own components of the decision. Opportunity Framing in its simplest form intentionally asks 1) where are we now, 2) where do we want to be, and 3) how do we get there. A framing session for a large, complex, project could take up to week between grounding presentations and facilitated discussion. The approach is incredibly powerful for bringing method to madness and is relatively agnostic to the type of problem and field. This I know from my volunteer experience with application of Opportunity Framing to traditional civil engineering projects and technology projects in the life sciences.