Decision Intelligence for Capital That Cannot Be Reversed.

CREI helps corporate boards and CFOs pressure-test high-stakes capital decisions until the decision is defensible — whether the answer is yes or no.

CREI is a private decision intelligence firm working with organizations that commit large amounts of capital under uncertainty.

We do not advise.

We do not recommend.

We make consequences visible — before capital is committed.

If you are accountable for large, irreversible capital decisions and require a defensible basis for committing — or declining — capital, a private conversation may be appropriate.

What Problem Does CREI Solve?

Most large capital decisions are made inside fragmented systems.

Financial projections live in isolation.
Operational reality is approximated.
Assumptions are implicit, inconsistent, or politically negotiated.

As a result, boards and executives commit capital without a reliable way to understand:

what outcomes are actually being priced into the decision
where assumptions diverge from operational reality
how small variances compound into material value leakage
whether approving — or rejecting — the decision is defensible

CREI exists to resolve this structural blind spot before capital becomes irreversible.

What CREI Does

Most large capital decisions are made inside fragmented systems.

Financial projections live in isolation.
Operational reality is approximated.
Assumptions are implicit, inconsistent, or politically negotiated.

As a result, boards and executives commit capital without a reliable way to understand:

what outcomes are actually being priced into the decision
where assumptions diverge from operational reality
how small variances compound into material value leakage
whether approving — or rejecting — the decision is defensible

CREI exists to resolve this structural blind spot before capital becomes irreversible.

When CREI Is Used

CREI is typically engaged between internal approval and irreversible commitment — when capital is still optional, but consequences are already forming.

Common decision contexts include:

mergers, acquisitions, divestitures, and joint ventures
large-scale capacity investments and footprint changes
market or geographic entry decisions
restructurings, cost resets, and capital preservation actions

These are decisions where reversibility is limited and governance scrutiny is high.

How CREI Operates

Each CREI engagement centers on one capital decision.

For that decision, CREI constructs a transparent financial and operational model, scoped only to the variables that materially affect the outcome and usable live in executive and board-level discussions.

At a high level, CREI:

structures inputs, assumptions, and financial logic into a unified system
compares projected outcomes with expected and observed behavior
identifies assumption drift, data gaps, and structural fragility
refines model fidelity through disciplined analysis and domain expertise

As conditions change, divergence signals surface earlier than traditional reporting cycles — enabling leadership to pressure-test decisions before outcomes are locked in.

CREI does not replace judgment.
It enforces precision.

Engagement Structure

CREI engagements are limited and selective. We do not scale volume.

Decision Intelligence Baseline

A focused engagement centered on a completed capital decision.

Purpose:

institutionalize learning without re-litigating outcomes
identify which assumptions actually mattered
understand why projections diverged from reality
convert hindsight into reusable decision logic

Often used as an entry point.

Annual Decision Partnership

Designed for organizations making multiple large, irreversible capital decisions each year.

Purpose:

pressure-test decisions before commitment
manage uncertainty across overlapping priorities
ensure decisions presented to boards are defensible
compound decision quality over time

Capacity is reserved at the decision level. Not all organizations are accepted.

Incremental Decision Work

Additional decision-level engagements are typically added within an active partnership or ongoing decision cycle.

CREI manages capacity deliberately to preserve depth, continuity, and integrity of work.

The Role of Expertise

Human expertise is applied to strengthen model integrity — not to direct outcomes.

Experienced practitioners contribute by:

refining assumptions
stress-testing logic
challenging implicit narratives embedded in projections
improving structural accuracy

This expertise strengthens the decision environment. It does not substitute for board or executive decision-making.

Who CREI is for

CREI works with organizations facing decisions that are:

capital-intensive
irreversible or path-dependent
board-visible and governance-sensitive
poorly served by static models or episodic analysis
exposed to narrative, political, or incentive distortion

Typical counterparts include:

CFOs and executive leadership teams
corporate boards and investment committees
principals overseeing large capital allocations

If you are seeking advice, validation, or execution support, CREI is not the right firm.

What CREI Is Not

For clarity and governance alignment:

CREI is not a consulting firm
CREI is not an investment adviser
CREI is not a fiduciary
CREI does not act as management
CREI does not provide recommendations

All work is analytical, informational, and decision-support oriented.

Discretion

CREI operates with institutional standards of confidentiality. We do not publish case studies, testimonials, or public references. Our work is evaluated privately — where capital decisions are actually made. Engagements are selective.

CREI engagements are not marketed.
They are evaluated.

Initial conversations are exploratory and non-commercial.

If you are accountable for large, irreversible capital decisions and require a defensible basis for committing — or declining — capital, you may request a private conversation.

Requests are reviewed carefully.
Not all requests are accepted.