Putting a price tag on a drug line isn’t as simple as crunching numbers. While data analysis and calculations provide insight, every case is unique. Drug lines vary in scale, ambition, and operation — there’s no one-size-fits-all model.
At its core, quantification is speculative. Even with algorithms, call records, ledgers, or broadcast messages, the figures should be seen as guides — not absolute truths.
What really strengthens an assessment is the experience of the expert witness and linking numbers to evidence: cash seizures, adulteration, drug quantities, broadcasting patterns, staff involvement, and lifestyle indicators.
Common Approaches to Quantification
Experts may use different methodologies to estimate activity, including:
• Analytical software – filtering large datasets and SMS traffic to identify unique contacts, though algorithms can’t account for every real-world scenario.
• Call volume analysis – using incoming and outgoing calls as indicators of drug requests, with adjustments made for incomplete sales.
• Manual ‘totting up’ – adding sales recorded in text messages or handset downloads, though this risks missing deleted or unverified transactions.
• Written ledgers or phone notes – calculating daily revenues recorded by suppliers, often coded, and projecting over an indictment period.
• Broadcast message volumes – using the number of drug adverts sent out to estimate sales, a method with high ambiguity.
Why Context Matters
On their own, these figures risk being misleading. Stronger conclusions come when findings are tied to case-specific evidence such as:
• Quantities of drugs or cash seized
• Signs of wealth and lifestyle indicators
• Use of adulterants
• Broadcasting patterns
• Identified ‘staff’ or associates
• Hierarchical structure of management and others
At Claymore, our Expert Witnesses, we’ve been quantifying drug lines for over 7 years. Our approach is never purely mathematical — we combine calculation with investigative context, ensuring courts receive clear, evidence-backed assessments.
