APPROACH TO ASSISTING ORGANIZATIONS
Strategy
Frame potential initiatives and opportunities qualitatively and strategically. For example:
What do we want to achieve and how can we best achieve it (organically or otherwise)? -- e.g., new product lines, new categories, geographic expansion, joint ventures, partnerships, acquisitions / divestitures
What is the best use of finite capital and management talent?
Finance
Translate that strategic framework into financial analysis and dynamic valuation models. For example:
Detailed buildups and projections of sales, EBITDA, net income, capex, and free cash flow
Valuation (NPV) and financial return (IRR) sensitivity analyses
“What-if” risk / opportunity scenarios
Economics
Extend that financial analysis into a wholistic economic assessment with conclusions, recommendations, and alternatives. For example:
Pursue now vs. pursue later
Invest more up front and go for big return vs. invest less up front and go for smaller return while preserving optionality
Lease vs. buy
Develop own intellectual property vs. license
Deploy capital from internal sources or raise new debt / equity
Go alone vs. partner (if partner, with whom and how / when)
Partner vs. acquire / be acquired