This curriculum reflects the scope typically addressed across a full consulting engagement or multi-phase internal transformation initiative.

Evaluate market entry viability using TAM-SAM-SOM models under capital-constrained conditions
Conduct competitive displacement analysis to identify whitespace and defensibility
Assess regulatory and geopolitical risks in target markets with asymmetric enforcement
Balance first-mover advantage against customer education costs and adoption timing
Map stakeholder power dynamics in B2B and public-sector procurement environments
Quantify opportunity cost of pursuing parallel ventures under resource scarcity
Apply real options logic to staged market entry decisions with irreversible investments
Design positioning strategies that preempt competitive response through signaling

Decompose revenue models into unit economics with sensitivity to churn and LTV assumptions
Stress-test pricing elasticity across customer segments using cohort-based simulations
Model operational bottlenecks in delivery systems under 10x scale projections
Identify critical dependencies in partner ecosystems and single points of failure
Design modular architecture to enable geographic or vertical pivots with minimal rework
Balance asset-light models against control, quality, and margin trade-offs
Integrate compliance requirements into core workflows without degrading UX
Validate scalability assumptions through load testing of customer support and fulfillment

Sequence funding rounds to align with milestone-based valuation inflection points
Negotiate term sheet provisions that preserve control while meeting investor return thresholds
Compare dilution impact of equity, convertible, and revenue-based financing structures
Prepare financial models that withstand due diligence scrutiny on burn rate and runway
Map investor syndicate dynamics to anticipate board-level influence and exit preferences
Assess timing risks of fundraising cycles relative to product-market fit signals
Structure bridge financing options to avoid down-round scenarios under delay
Integrate capital allocation decisions into long-term cap table planning

Design reporting structures that balance agility with accountability in high-growth phases
Align incentive compensation with stage-appropriate KPIs without encouraging myopic behavior
Identify mission-critical roles requiring immediate hire versus capability build timelines
Implement performance calibration systems across distributed or hybrid teams
Manage cultural drift during rapid scaling by codifying decision-making norms
Evaluate outsourcing versus insourcing for functions with variable demand
Design onboarding pipelines that maintain quality under aggressive hiring targets
Anticipate leadership succession needs two levels below the executive team

Allocate CAC across channels using marginal return analysis under diminishing efficiency
Design sales compensation plans that align with product complexity and sales cycle length
Integrate partner channels without eroding direct customer relationships or margins
Sequence regional or vertical rollouts based on infrastructure readiness and feedback loops
Measure channel conflict and implement governance to manage inter-channel cannibalization
Optimize lead scoring models using behavioral data to reduce sales waste
Validate demand generation assumptions through controlled market experiments
Balance brand-building investments against short-term conversion objectives

Establish early-warning indicators for market, operational, and financial risks
Conduct scenario planning for black swan events with asymmetric impact
Design board-level escalation protocols for existential threats
Implement redundancy in critical supply or technology dependencies with cost-benefit analysis
Balance insurance coverage against self-insurance based on loss frequency and severity
Develop exit or wind-down protocols that preserve stakeholder value
Stress-test crisis communication plans across stakeholder groups
Embed compliance audits into operational workflows to prevent regulatory breaches

Define leading and lagging KPIs that reflect strategic objectives and operational reality
Implement data validation protocols to ensure metric integrity across reporting systems
Design dashboard hierarchies that prevent metric overload at different decision levels
Adjust performance targets dynamically based on external shocks and internal capacity
Conduct root-cause analysis on metric deviations using counterfactual modeling
Balance short-term performance pressure with long-term capability investments
Integrate customer health scores into renewal and expansion forecasting
Validate cohort performance against baseline assumptions to detect model drift

Map potential acquirers based on strategic fit, integration capacity, and M&A history
Time exit windows to align with industry consolidation cycles and market peaks
Prepare data rooms with auditable financials, contracts, and IP documentation
Assess trade-offs between outright sale, merger, and IPO under different market conditions
Structure earnouts and retention agreements to maximize value while meeting buyer terms
Manage employee uncertainty during M&A processes without disrupting operations
Quantify tax implications of different exit structures across jurisdictions
Plan post-exit obligations including transition services and liability carve-outs

Venture Management