Before strategy, diagnosis.
A financial diagnosis of a hypothetical aerospace manufacturer, connecting operating performance, capital efficiency, and value creation before proposing a strategy.
Academic group case exercise · Simulated board briefing · Not a client engagement
Prepared by Royed Yakub, Manas Nikam, Alicia Cao & David. Individual contribution, course and date to confirm.
Context
The assignment places a manufacturer under simulated activist-investor pressure. The brief asks the team to establish operating profit and invested capital, compare returns with the cost of capital, and diagnose the underlying performance problem.
My contribution
I am credited as a co-author of the Phase 1 team presentation. The original deck identifies Royed Yakub, Manas Nikam, Alicia Cao and David; my exact analysis and slide responsibilities remain to confirm.
Approach
The group presentation calculates EBIT and invested capital from the case inputs, derives NOPAT and ROIC, compares ROIC with WACC, and separates operating margin from capital turnover using the assignment’s competitor benchmarks.
Outcome / Deliverable
A five-slide financial diagnosis, not an implemented turnaround or achieved commercial result. Within the case assumptions, the presentation reports 6.0% ROIC against 9.6% WACC and identifies operating margin as the priority for the next phase. These are academic case calculations, not employer KPIs.