Build investment decisions on rigorous financial foundations.
Business cases that win approval but fail in execution are a costly problem. M2P builds financial models and business cases that are built to withstand scrutiny and realistic enough to guide implementation.
A business case is only as good as its assumptions. We build models with explicit, documented assumptions, sensitivity analysis across the key variables, and a realistic view of the costs and timelines that organizations typically underestimate.
NPV, IRR, and payback analysis for capital investment decisions. We build the financial case with the rigor required for board and regulatory approval.
Structured CBA for technology, process, and organizational change programs. We quantify benefits that organizations typically leave qualitative.
Stress-testing of key assumptions, scenario modelling across optimistic, base, and downside cases, and risk-adjusted return analysis.
Original financial model development or independent review and challenge of existing models. We find the assumptions that need defending.
Investment decisions made without rigorous financial foundations.
Business cases are where strategy meets financial discipline. These are the problems that arise when the modelling is not up to the decision.
Business cases win approval because the numbers look good, not because the assumptions are tested. When delivery begins, the gap between plan and reality emerges quickly.
Different teams model investments differently. Leadership cannot compare options on a consistent basis, and portfolio decisions are made without comparable data.
Business cases model one outcome. Downside scenarios, sensitivity analysis, and risk-adjusted returns are absent. There is no visibility of the range of outcomes.
The business case is used to win approval and then filed. There is no mechanism to track whether the projected benefits were actually realized.
Implementation risk, integration dependencies, and transition costs are underweighted in the financial case, producing cost estimates that are structurally too low.
Business cases are presented as outputs rather than models. Assumptions are buried, logic is opaque, and the model cannot be stress-tested or updated as circumstances change.
How we run a business case engagement
Define the investment decision, identify the key value drivers and cost components, and agree the analytical approach.
Develop the financial model, populate with available data, and flag where assumptions require validation or client input.
Run sensitivity analysis, stress-test key assumptions, and identify the variables that most affect the investment outcome.
Deliver the business case with clear narrative, model documentation, and support through the approval process.