Strategy Lab
Market dynamics, operating structure, and valuation — analyzed through the lens of public company disclosure. Operating advisory frameworks for privately held businesses. The same analytical lens, grounded in four decades of operating experience, applied to both.
Independent Structural Analysis
Market dynamics, operating structure, and valuation — analyzed through public company disclosures from an operator’s perspective. Current work covers five registers.
Structural analysis of NVIDIA’s $4 trillion valuation — circular financing, the quality of cash behind $40.7 billion in receivables, revenue quality, and the twelve structural elements that sustain the valuation. Grounded in the 10-Q, the 10-K, and the accounting standards that govern what each discloses.
Quoted by name in MarketWatch’s feature coverage of NVIDIA’s circular financing (June 2026).
Comprehensive deconstruction of SpaceX’s S-1 filing and IPO structure — capital structure, the $235B cash gap, total addressable market analysis, governance, compensation, and the structural questions the filing raises.
SpaceX, Adding It Up: Cursor Stock and Investment-Grade Refinancing
SpaceX, Adding It Up: The Record-Breaking IPO Week
SpaceX, Adding It Up: Reconsidering the $235 Billion Cash Gap
The Three Layer Cake: SpaceX’s Governance Structure
SpaceX’s $28,500,000,000,000 TAM
The Disclosure Problem $1.75 Trillion Uncovers
The Letter Before the S-1
Full SpaceX series on Substack →A cash reconstruction exercise examining CoreWeave’s unit economics, revenue structure, and capital requirements.
Structural analysis of OpenAI’s operating economics, the $122B Series 7 round, the RPO chain connecting Oracle, NVIDIA, and SoftBank to OpenAI’s listing, and the timing question behind the commitments — grounded in audited financials and primary filings.
Structural analysis of Oracle’s $638 billion backlog, the quality of the cash behind it, and the framework for reading contracted revenue — grounded in the 10-K, the earnings release, and the accounting standards that govern what each discloses.
Cross-company analysis of AI platform economics, market structure shifts, and the emerging competitive landscape.
Operating & Growth Advisory
Every consulting firm publishes AI readiness frameworks focused on deploying AI internally. None ask the prior question: can you see what AI has done to your market position, with data specific enough to act on? Five criteria the essential strategist should answer.
Read →Everyone writes about what AI kills. Here is what it actually looks like inside the portfolio companies and boardrooms where the decisions get made — and the three operating levers most of the commentary misses entirely.
Read →PE operating groups audit everything — suppliers, facilities, headcount, procurement. Then they leave $500K to $2M per year on the table and call it marketing. The missing chapter in the operating group playbook.
Read →Procurement, IT, headcount, pricing — every major execution discipline has been systematized. One cost line running 8–15% of revenue has never been independently reviewed. The logic for fixing it mirrors the logic that fixed everything else.
Read →In a crisis, marketing spend gets pointed at first and explained last. Cut blind or cut smart — the answer depends on data that no one in the current arrangement has an interest in producing.
Read →The Essential Strategist Series
Every dollar recovered in procurement is worth five dollars in revenue. The Rule of 5 applies uniformly — and most companies systematically underinvest in it while chasing top-line growth. The essential strategist knows the difference.
Read →The companies that win in M&A build their deal pipelines before they need to acquire. Corporate development is a competitive weapon — not a reactive capability. Here is how to build it.
Read →One technology company made three acquisitions. Two were planned and executed with advisory support. One was handled internally. Year 1 EBITDA told the story — and the data produced an accidental control group.
Read →The ratio is universally quoted and frequently wrong. Optimistic churn assumptions, incomplete CAC calculations, and platform-reported attribution inflate it reliably. What to use instead — and when the ratio still matters.
Read →Enterprise customers are worth five to ten times more than SMB despite longer sales cycles. The approach, the mindset, and the organizational changes required to win — and compound — within large accounts.
Read →Big data is not a technology project. It is a management discipline. Every decision a manager makes is a data decision — good or bad. How to build data literacy at every level, and avoid the trap of metrics theater.
Read →The model is always wrong. Paradoxically, the errors contribute directly to its value. Why the process of building a model — forcing analytic thinking, limiting uncertainty, surfacing ‘gotchas’ — is worth more than the output.
Read →The situation assessment is the first of five critical steps in any good strategic plan. What makes the difference between a useful one and a data dump — the key is what you leave out, not what you include.
Read →Overestimating market share opportunities is a classic strategic challenge. Five questions every growth plan must answer honestly: total market size, share distribution, buying frequency, satisfaction rates, and realistic win rate.
Read →All businesses start with 100% concentration across salesforce, customer, key resources, and profitability. With growth comes diversification — but concentration lurks in unexpected places and drives significant valuation discounts.
Read →Two profitable family businesses, both unable to scale beyond principal-driven sales. Neither could extend their success to a broader sales organization. Breaking the cycle requires transitioning from products to results.
Read →Group think drives models to parrot base-case assumptions. Three steps to stress-test a model or agreement so it flexes in a manner consistent with actual objectives — and reveals assumptions that won’t survive contact with reality.
Read →A three-stage framework for companies that need to take a position: Assess, Address, Aspire. Developed for CEOs struggling to build a case for action in a world where the planning process itself can become the obstacle to planning.
Read →Selling value — to customers, shareholders, or financing sources — is a skill that can be taught and needs to be reinforced. Companies that sell value outside their comfort zone need outside help. Here is why, and what it requires.
Read →Every engagement starts with a conversation — about your question, your timeline, and whether we’re the right fit.
