Solutions
Choose the mandate that matches the decision.
Corporate Diagnosis, the White-label Diagnostic Engine and Strategic Partners connect technology, senior judgment and execution in different ways.
Choose the mandate that matches the decision
Three distinct engagements align audience, decision, working mode and deliverable.
Corporate Diagnosis
- For
- U.S. SMEs, corporations and public-sector organizations
- Decision
- Identify value drivers, financial risks and improvement opportunities.
- Mode
- Direct, scoped diagnostic mandate
- Deliverable
- Decision baseline, tested drivers and prioritized actions
White-label Diagnostic Engine
- For
- Financial institutions, financial advisors and corporations
- Decision
- Incorporate or automate financial diagnostics for clients and providers.
- Mode
- Private pilot followed by white-label configuration
- Deliverable
- Configured diagnostic flow and structured decision outputs
Strategic Partners
- For
- Leadership teams facing decisions on growth, capital, risk or continuity
- Decision
- Shape and carry a selected course of action into execution.
- Mode
- Focused Strategic Partners mandate
- Deliverable
- Decision path, accountable actions and measurement cadence
A defined mandate
Every engagement begins with a defined decision, scope and available evidence.
The method adapts to the operating context while the standard for evidence and accountability remains explicit.
Selected evidence
Six decisions, with the boundary intact
Each anonymized case distinguishes analytical scope, modeled or potential impact, and what was not claimed as realized.
Supply chain and working capital
Grocery wholesaler
- PotentialUp to MXN 110 MMpotential liquidity
- Modeled+15%modeled Enterprise Value
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An integrated Supply Chain and Working Capital Optimization strategy using price elasticity, inventory rotation and historical sales behavior. The portfolio was segmented to test selective discounts, high-turn products and products capable of pulling complementary categories.
The analysis identified up to MXN 110 MM in potential liquidity and modeled a +15% Enterprise Value impact through pricing, margin, inventory-to-cash conversion and free cash flow improvements.
Potential liquidity and modeled value are not realized cash or a guaranteed outcome. The client, period and methodology are not disclosed.
Inventory and capital structure
Auto-parts distributor
- ModeledUp to +83%potential modeled Enterprise Value
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SKU-level analysis of rotation, pricing, monetization and alternative sales channels, together with scenarios for applying released capital to early debt reduction or strategic acquisitions in the United States.
The modeled scenarios indicated up to an 83% potential increase in Enterprise Value; they do not describe a realized increase.
The impact is a potential modeled estimate, not a realized result. The client, period and methodology are not disclosed.
Route and customer profitability
Transportation and logistics company
- PotentialUp to 13%potential operating savings
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Route- and customer-level profitability analysis integrating commercial, operating and financial evidence, with stress tests to identify value-destroying routes, cost and volume sensitivities, and opportunities to optimize capacity, margins, EBITDA and cash.
The analysis identified scenarios with up to 13% in potential operating savings.
The saving is potential, not a guaranteed or audited realized result. The client, period and methodology are not disclosed.
Public-sector revenue analytics
Major U.S. city
- AnalyzedApprox. USD 4,000 MMrevenue sources analyzed
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Financial Data Analytics, forecasting and scenario analysis across local taxes, parking meters, fines, airport fees and other sources to identify trends, seasonality, revenue drivers, sensitivities and budget-deviation risk.
Approximately USD 4,000 MM in revenue sources were analyzed. This figure is analytical scope, not new or collected revenue.
The amount represents revenue analyzed, not revenue identified, created or collected. The city, period and methodology are not disclosed.
Risk management
Major U.S. county
- AnalyzedApprox. USD 150 MMRisk Management budget analyzed
- PotentialApprox. USD 7 MMpotential annual savings
- PotentialApprox. 5%potential savings
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Historical-cost, policy and risk-exposure analysis, with benchmarking, coverage alternatives, scenarios and cost-benefit analysis for restructuring the insurance portfolio and optimizing risk-transfer cost.
Approximately USD 150 MM of Risk Management budget was analyzed, indicating approximately USD 7 MM, or 5%, in potential annual savings.
The savings are potential and not an audited realized result. The county, period and methodology are not disclosed.
Value creation and financial optimization
Multiple clients
- AnalyzedValue Creation & Financial Optimizationassignment scope; no aggregate metric
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Valuations, integrated financial models, cash-flow analysis, projections, sensitivities, customer and supplier assessment, capital structure, working capital, free cash flow and ROIC analysis.
The work supported value-creation and financial-optimization decisions across multiple assignments without implying an aggregate performance result.
No aggregate performance metric is stated or implied. Clients, periods and methodologies are not disclosed.
Indicative, unaudited case figures depend on each mandate's circumstances, assumptions and execution. They do not guarantee future results.