Portfolio / Expertise / Financial Modeling
Financial Modeling
Capital decisions deserve models, not guesses. I build financial models that shaped real capital allocation — scenarios, sensitivities, and a clear recommendation, not a spreadsheet handoff.
The Workflow — How I Approach It
Define the decision
Start from the question the model must answer — capital, cost, or investment.
Structure inputs and drivers
Separate assumptions from calculations — so the model is auditable.
Build the model
Cost, benefit, and timing modeled on the business logic — not a template.
Scenario-test
Base, downside, and upside — the decision must survive all three.
Stress-test the assumptions
Challenge the inputs before leadership does — credibility is earned here.
Present with the ask
End in a clear recommendation and the decision needed — not a model dump.
My Operating View — The 2 Cents
A model is a decision tool. My 2 cents: if the model can’t show the downside, it’s not a model — it’s an argument. Show leadership what breaks and when, and the case earns the capital.
What Worked & What Didn’t
What Worked
- Models that shaped capital-allocation decisions at a tier-1 hospital.
- Scenario views — leadership decided with the downside visible.
What Didn’t
- Single-scenario optimism — the case collapsed at first scrutiny.
- Template models — neat structure, wrong business logic.