The Cauce Firme team
Investment, value, and scenarios
Mateo Serra
Translates technical and strategic options into comparable economic variables, making the assumptions and uncertainty behind each figure visible.
Organizes CAPEX, OPEX, benefits, sensitivity, dependencies, and scenarios to show which conditions support or weaken an investment.
Technical capabilities
CAPEX and OPEX modeling
Structures investment, recurring costs, contingencies, ramp-up, and assumptions over comparable time horizons.
Life-cycle cost
Includes operations, maintenance, replacement, downtime, and deferred costs beyond the initial purchase.
Scenarios and sensitivity
Identifies dominant variables, ranges, thresholds, and conditions under which the preferred option changes.
Portfolio prioritization
Compares initiatives by value, risk, urgency, dependencies, delivery capacity, and resource use.
Education and applied judgment
What each discipline contributes to a consequential decision.
Management, finance, investment appraisal, and life-cycle analysis enable comparison of options and reveal the assumptions that drive outcomes.
Value and capital allocation
Degree in Business Administration and Management
Connects options, committed resources, and risks to the value an organization seeks to protect.
In the decision: When leadership must prioritize initiatives competing for capital, attention, and delivery capacity.
Finance and scenarios
University Master’s in Finance
Helps distinguish which assumptions sustain an investment’s value, which variables weaken it, and where more evidence is needed.
In the decision: When a board needs to understand ranges, sensitivity, and conditions for progress, rather than a single figure.
Investment appraisal
Executive programs in investment appraisal
Structures assumptions, ranges, dependencies, and tipping points that could change a preferred option.
In the decision: When an investment proposal requires a defensible comparison before tendering, purchasing, or committing resources.
Life cycle and control
Education in management control and life-cycle analysis
Incorporates operations, maintenance, replacement, and downtime into an economic assessment that goes beyond the initial purchase.
In the decision: When real value depends on costs and risks that arise after CAPEX approval.
When it adds value
Criteria connected to a situation that matters.
Especially useful when an investment or project requires comparing options with incomplete figures; makes ranges, costs, and conditions that could change the decision explicit.
Key deliverables
- 01Investment and operating cost model (CAPEX/OPEX)
- 02Total cost and life cycle
- 03Scenario and sensitivity matrix
- 04Economic thresholds and conditions for progress
Guiding questions
The contribution begins with questions that help clarify the decision.
- 01
Which variable has the greatest effect on the outcome?
- 02
What cost are we not seeing yet?
- 03
When does an option stop creating value?
Next step
Is this decision worth a conversation?
When an option looks attractive but its costs, assumptions, or risks have not yet been compared, framing helps identify which condition actually changes the decision.
In our first conversation, we clarify with you what is at stake and agree on the scope, responsibilities, and capabilities the decision requires.