Choose the best combination.
Not just the best-looking deal.
Evaluate projects, acquisition targets, or investments under real-world budget, capacity, dependency, and risk limits.
A good investment can still be the wrong choice.
Because you are not choosing in a vacuum.
Budget
Which opportunities fit available capital, financing limits, and minimum liquidity?
Capacity
Which projects fit available people, equipment, management time, and implementation bandwidth?
Risk
Which combination keeps downside, concentration, and exposure within acceptable limits?
Your assumptions in. Decision logic out.
No generic ROI ranking sheet.
What you provide
- Purchase price or initial investment
- Expected cash flows
- Financing and working-capital needs
- Base, upside, and downside assumptions
- Dependencies and mutually exclusive choices
- Budget, capacity, and risk limits
What the model solves
- Which opportunities should be selected
- How much capital should be allocated
- Which constraints are binding
- Expected portfolio NPV and return
- Remaining budget and operating capacity
- How the answer changes under different scenarios
Evaluate opportunities together.
This is where the model becomes more powerful than a normal investment spreadsheet.
Maximize NPV
Choose the feasible portfolio expected to create the most economic value.
Respect Budget
Keep total investment inside capital, financing, and liquidity limits.
Handle Dependencies
Model projects that require, exclude, or depend on other choices.
Control Risk
Cap exposure, concentration, or downside based on your decision rules.
Six acquisition targets. €750k available.
Decision rules
- Keep at least €100k cash remaining
- Maximum two acquisitions
- Stay below the portfolio risk limit
- Target C requires Target B
- Targets D and E cannot both be selected
- Management capacity is limited
The model tests the feasible combinations, calculates the economics, and identifies the portfolio that best satisfies the objective and constraints.
Different question from: “Which target has the highest IRR?”
One framework. Many capital decisions.
Business Acquisitions
Compare targets, financing needs, returns, and portfolio limits.
Capital Budgeting
Prioritize internal projects competing for the same capital.
Expansion
Select locations, equipment, markets, or business units.
Real Estate
Choose properties under capital, financing, and portfolio constraints.
Search Funds / PE
Structure acquisition-target selection and capital allocation.
Entrepreneurs
Allocate limited personal or business capital across competing opportunities.
From raw opportunities to a repeatable decision system.
Define
Clarify the decision, objective, and opportunity set.
Model
Structure cash flows, purchase costs, returns, and scenarios.
Constrain
Add budget, capacity, dependency, and risk rules.
Optimize
Identify the best feasible combination of opportunities.
Stress Test
See how the answer changes when the assumptions move.
You keep the model.
Change assumptions. Add opportunities. Adjust budgets. Test scenarios. Rerun the optimization. The deliverable is not one answer — it is a reusable decision system.
Stop evaluating investments one at a time.
Send your opportunities, acquisition targets, or project assumptions. Frac CFO will turn them into a structured financial decision model.