Minuci Advisory exists to close a particular gap in the consulting landscape. Applied-economics methodology has historically required specialist engagements, while operating dashboards have stopped at correlation. The room where decisions actually get made has been left in between.
Applied economist. University professor.
A research economist whose work spans industrial organization, sports finance, labor markets, and applied econometrics, methods deployed equally across peer-reviewed publication and operating engagements. The toolkit used here is the same one used in academic measurement of policy effects. Difference-in-differences, event studies, synthetic control, Callaway–Sant'Anna estimators, inverse-probability weighting, and the broader applied-economics disciplines that surround them.
Minuci Advisory is the operating arm of that practice. The work translates academic methodology into business-grade decisions and AI-deployed infrastructure. A setting where rigor and execution speed are forced to coexist on a productized timeline.
The firm is intentionally small. Engagement volume is held below the level at which methodological rigor and execution attention would degrade. Every engagement is led by the founder. Every measurement output is read by the same person who designed the question.
Minuci Advisory LLC is an independent business entity. It is not affiliated with, endorsed by, or operating on behalf of any educational institution or other employer of its founder. All consulting and advisory work is conducted in the founder's personal capacity, outside of and separate from his academic responsibilities. It is governed by the conflict-of-interest and outside-activity policies that apply to those responsibilities.
The torch transmits knowledge across centuries. Aristotle, Schumpeter, modern endogenous growth theory. The latest substrate of that knowledge is computational. The brand mark holds both at once. A classical torch, a flame whose pattern is a circuit. Fire and circuitry are the same idea across eras, expressed in different materials.
KPI infrastructure is not one thing. It is the definition layer (what to measure) sitting on top of the plumbing layer that moves the data, sitting on top of the display layer that surfaces it. The economist's value-add lives at the top. The AI agents take care of the bottom two.
See the three-layer model →Enterprise economic-consulting firms (Cornerstone, Brattle, NERA, Charles River) apply rigorous methodology to high-stakes questions. Their engagements start in the hundreds of thousands and run on legal-discovery timelines.
Operating dashboards and AI-automation shops, at the other end of the market, deliver speed and scale but stop at correlation. They cannot answer the question of whether a decision *worked.*
We sit between them, economist-led, AI-deployed, productized at engagement scopes that fit the operating quarter rather than the multi-quarter calendar of enterprise consulting.
The capabilities page lays out, in detail, what each engagement produces and which disciplines from the applied-economics toolkit are drawn on. The engagement page sets out how the work begins.
