Corporate Diagnosis
Reveal what can release—or destroy—value.
Connect financial and operating evidence, model the value drivers and test the risks before committing capital or management attention.
Scope a diagnosis
From inputs to a prioritized course of action
The diagnosis is structured to identify value drivers, financial risks and improvement opportunities.
DCF
Connect projected cash flows, timing and discount assumptions.
- Cash flow view
- Assumption register
Valuation
Establish a decision-relevant view of enterprise value.
- Valuation perspective
- Value-driver hierarchy
Financial projections
Test how the operating plan translates into financial performance.
- Projection baseline
- Key dependencies
Sensitivity analysis
Make the assumptions with the greatest decision impact visible.
- Sensitivity ranges
- Downside conditions
Financial ratios
Read liquidity, leverage and performance in operating context.
- Ratio baseline
- Financial risk signals
Value-driver modeling
Connect operating levers to cash flow, ROIC and Enterprise Value.
- Driver tree
- Value-impact logic
Financial risks
Identify liquidity, leverage, concentration and market exposures that can destroy value.
- Risk register
- Downside scenarios
Prioritized initiatives
Rank value-creation initiatives by modeled impact, feasibility and accountability.
- Initiative portfolio
- Priority sequence
Decision flow
- Frame
Define the decision, scope and evidence standard.
- Assemble
Organize the financial and operating baseline.
- Test
Evaluate drivers, assumptions, sensitivities and risks.
- Prioritize
Order actions by value relevance and feasibility.
A diagnosis is not a permanent operating layer
The mandate produces a structured point of view for a defined decision.
If execution support follows, EMCH2 Capital accompanies owners and measurement without assuming permanent operation of the client.
Selected evidence
Corporate Diagnosis in practice
Selected assignments where valuation, value-driver modeling and financial scenarios clarified a decision.
Supply chain and working capital
Grocery wholesaler
- PotentialUp to MXN 110 MMpotential liquidity
- Modeled+15%modeled Enterprise Value
An integrated Supply Chain and Working Capital Optimization strategy using price elasticity, inventory rotation and historical sales behavior. The portfolio was segmented to test selective discounts, high-turn products and products capable of pulling complementary categories.
The analysis identified up to MXN 110 MM in potential liquidity and modeled a +15% Enterprise Value impact through pricing, margin, inventory-to-cash conversion and free cash flow improvements.
Inventory and capital structure
Auto-parts distributor
- ModeledUp to +83%potential modeled Enterprise Value
SKU-level analysis of rotation, pricing, monetization and alternative sales channels, together with scenarios for applying released capital to early debt reduction or strategic acquisitions in the United States.
The modeled scenarios indicated up to an 83% potential increase in Enterprise Value; they do not describe a realized increase.
Value creation and financial optimization
Multiple clients
- AnalyzedValue Creation & Financial Optimizationassignment scope; no aggregate metric
Valuations, integrated financial models, cash-flow analysis, projections, sensitivities, customer and supplier assessment, capital structure, working capital, free cash flow and ROIC analysis.
The work supported value-creation and financial-optimization decisions across multiple assignments without implying an aggregate performance result.