Maximising growth and value across current and future businesses — and knowing which of them deserve the next dollar.

• Quantitative commercial market assessment — size, structure, funding, competitive position
• Growth pathway analysis: build, buy, partner, or stay out
• Weighing competing opportunities against their opportunity cost and risk
• Strategy under funding, regulatory and clinical constraints
• Scoping studies for new services, new regions and new segments

We use financial models to test strategy rather than illustrate it, customised to the nuances of your business model. When the settings are right, the model and your gut judgement reconcile — and where they do not, that gap is the most useful output of the work.

Commercialising a promising idea inside a system that was not designed to fund it.

• Commercialisation pathways for clinician-led and research-led ventures
• Business case development and peer-reviewable financial modelling
• Revenue model design where the payer is a fund, a government or a hospital
• Readiness assessment before approaching investors or strategic partners
• Independent challenge to the founding assumptions, early enough to matter

Healthcare ventures rarely fail on the clinical idea. They fail on the funding mechanism, the unit economics, or the assumption that someone will pay for it. We test all three before capital is committed — and often advise against raising at all.

Acquisitions, divestments, capital raises and recapitalisations — run properly, from first approach to signed terms.

• Buy-side: target assessment, valuation, commercial due diligence, negotiation support
• Sell-side: preparation, positioning, competitive tension, offer evaluation
• Capital raises and recapitalisations for growth, succession or strategic transactions
• Independent valuation — sum-of-the-parts, DCF and multiples, reconciled
• Assessment of an unsolicited approach, friendly or otherwise

Under what circumstances would this acquisition add value, and under what circumstances would it destroy it? Is it better to acquire capability or build it? Those questions have numeric answers, and a board is entitled to see them before it votes.

Benchmarks, margin monitors and models your team can run long after we leave.

• Driver-level financial models built per site, per resident, per client or per class
• Margin monitors that show which micro-business inside the organisation is moving the result
• Benchmark integration and interpretation — sector data made comparable to your own
• Data mapping, automation and reporting design for benchmark participation
• Evidence-based insight engines for residential aged care, private health insurance and pharmaceutical marketing

Most organisations contain dozens of micro-businesses, each with its own economics. Some are large enough to move the result alone; others only matter in combination, and a few drifting together can convert a modest surplus into a serious deficit inside a quarter. Monitoring is what turns that from a surprise into a decision.

Whether the capital earns its keep — established before it is committed, not discovered afterwards.

• Investment evaluation and business cases with the assumptions tabled and justified
• Scenario modelling across conservative through aggressive growth cases
• Sensitivity analysis: which variables actually decide the outcome
• Return on capital and return on equity under alternative gearing
• Capital expenditure discipline — what the balance sheet can carry, and what it cannot

Every business case we build separates what is known from what is assumed, and shows what has to be true for the answer to change. A board should be able to see the hinge points of a decision on one page.