Modeling
You already know the ask. DLP needs three questions, not an assessment.
Most CEOs and CFOs arrive here already knowing what decision the model needs to support. Three questions and DLP scopes the right type, built in house on assumptions that hold in Lagos or Nairobi, not adapted from somewhere they do not.
Submit an intake brief covering three steps, describing the decision this model supports: DLP scopes the right model type from there.
Sub-practices
01 — Financial Modeling
Know what the business can afford before you commit to it. Covers capital raise and investor readiness, a new product or service launch, market expansion, and a new venture or startup formed from zero — can we fund this, and what is it worth?
02 — Revenue Modeling
Know what has to be true to hit the number. Built for sales planning and growth targets — how do we hit our numbers?
03 — Operations Modeling
Know where the business is actually losing money. Built for restructuring and efficiency reviews — where are we losing, and how do we fix it?
04 — Risk Modeling
Know the exposure before the board asks about it. Built for regulatory requirements and board pressure — what are our exposures?
05 — Business Case Modeling
Know whether the initiative earns its place on the roadmap. Built for internal approval on a new initiative — should we do this, and can we justify it?
06 — Market Sizing Modeling
Know how big the opportunity actually is. Built for market entry and investment theses — how big is the opportunity?
07 — Distribution Modeling
Know how the product actually reaches the market. Built for route-to-market planning and channel strategy — how do we reach the market? Hands off naturally into GTM & Growth’s Specialist Channel Execution.
08 — Marketing & Sales Modeling
Know what it costs to grow, channel by channel. Built for commercial planning — how do we grow revenue? The one category where partner input is typically required.