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