Consulting cases across common categories.

Profit = Revenue − Cost

Break a shrinking profit into price, volume and cost, then find the segment dragging the average down.

Population → households → units → $

Build a defensible top-down estimate out loud, then sanity-check it per person.

Attractive? Can we win? Worth it?

Size the prize, run the unit economics, and test breakeven and payback.

Δ price vs. Δ volume

Trade a price increase against elasticity using contribution margin, not revenue.

Multiple, synergies, payback

Value a target off EBITDA, add synergies as a perpetuity, and find the real entry multiple.

Rank the levers on profit

Compare three growth levers on incremental profit rather than incremental revenue.

Capacity, utilisation, unit cost

Find the idle capacity behind a rising unit cost and put a number on recovering it.

Read it, compute it, so-what it

Turn a two-year segment exhibit into growth, share and contribution to growth.

ARPU, churn, LTV/CAC, capex payback

Sector cases of  TMT: subscriber economics, churn treadmill, and whether a network or content build pays back.

CAPM → WACC → EV → equity

Put the finance models to work: build a discount rate from CAPM, value the cash flows as a perpetuity, bridge EV to equity, and cross-check against comparable multiples.

Lift, standard error, regression

A statistics case: judge whether an A/B test result is signal or noise, size it in money, and stress-test the regression behind next year's plan.

Why the transformation did not land

A post-mortem case: trace promised savings to the P&L, find the leakage, and name the incentive and decision-rights failure behind it.