A sample of recent work across valuation, strategy, and building. Each one is real analysis or a real system, not a class exercise dressed up.
Kratos Defense (KTOS) equity valuation
I put an 82% downside SELL on a stock the market loved, and the sensitivity analysis held.
13.37
intrinsic value
vs
74.41
market price
82%
implied downside
Kratos traded at 74.41 dollars. My DCF put intrinsic value at 13.37, an 82% downside and a SELL / underweight call, and no reasonable combination of growth, margin, and discount-rate assumptions closed that gap under sensitivity testing. The work behind it: a ten-year financial statement reorganization, a CAPM-derived WACC of 10.19%, and a documented ROIC of 2 to 4% against a 10%-plus cost of capital, meaning the company had been destroying value, not creating it. I read the drivers the bull case tends to skip: a 69% fixed-price contract mix that absorbs inflation without recovery, and 68% government customer concentration that caps pricing power. Having worked inside Kratos, I could pressure-test the operating assumptions against how the business actually runs. Delivered as a 13-tab Excel model and a written sell-side report.
View full project↗
Lockheed Martin AI-defense M&A analysis
A quantitative framework for a 15-billion-dollar acquisition decision.
A structured evaluation of five acquisition targets for Lockheed Martin's entry into AI-enabled autonomous systems, using the Analytic Hierarchy Process to weight criteria and Simple Additive Weighting to rank targets. The raw model favored Shield AI on transformational capability, but a risk-adjusted expected-value analysis reversed the ranking toward AeroVironment once integration risk, talent attrition, and 800-million-plus in post-deal capital needs were priced in. The recommendation was conditional: acquire Shield AI only with founder retention, a paired AeroVironment deal for manufacturing scale, and CFIUS pre-clearance, otherwise pivot. The takeaway I care about: acquisition selection in software-defined defense is a tradeoff between capability and execution risk, not a math problem with one answer.
My role: A four-person team project. I built the core analysis, the AHP weighting, the SAW ranking, and the risk-adjusted expected-value framework that reversed the naive result, and the team divided the work for presentation.
View full project↗
Digital wealth management toolkit
An end-to-end advisory system I designed and built.
A complete wealth-advisory toolkit built from scratch: a 13-tab financial workbook spanning net worth, cash flow, investments, tax planning, and retirement projection; a separate multi-asset-class portfolio tracker; a client-facing annual review report template; and an interactive risk-tolerance assessment app grounded in real methodology, the risk capacity versus risk tolerance distinction, lifecycle investing, and Black-Litterman concepts. Built to show I can design the system, not just run the numbers inside someone else's.
View full project↗
Sample client report↗
Business Brain: autonomous operating system for companies
A multi-agent system that runs a business against its own strategy.
An in-progress AI system that models a company across seven core functions, sales, deals, marketing, operations, intelligence, customer, and back office, then decomposes each into sub-functions and individual agents. Agents handle tasks as they arise and collaborate with each other to reach outcomes. What makes it different is that every action references the organization's overarching strategic goals, so the system does not just execute, it explains why a decision advances the strategy. It can act autonomously or produce a documented plan with reasoning so humans stay in the loop. Alongside it I have built specialized Claude skills, including a decision-making framework that reasons like a CEO and a resume-tailoring engine, and I am developing tooling for building individual agents.
View full project↗
Small-business go-to-market and expansion plan
A real growth plan for a real small business.
A full business development and marketing plan for a working barber at a Folsom-area barbershop, built on current 2025 to 2026 industry and platform data. Three pillars: turning social media into a client-acquisition engine, launching an online store for products and branded merch, and adding revenue streams that earn outside of chair hours. Concrete and executable, with platform-specific posting strategy, local paid-ad targeting across Folsom and Sacramento, and content pillars, not generic advice.
View full project↗