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Management consulting and strategic advisory

The management questions that sit next to the benefit questions, taken on by the same people who sign the firm's valuations.

The people who sign the firm's valuations also take on the management questions that sit next to them. The work is quantitative, the deliverable is a recommendation, and the audience is a board, a buyer or a dean.

M&A benefits due diligence

What a buyer inherits in a stock or asset deal, priced on a settlement basis, with deal terms to match. The firm's principal has led more than 300 reviews for private equity and strategic buyers.

Transaction support and integration

Purchase accounting, plan mergers and spin-offs, withdrawal liability exposure and post-closing plan harmonization.

Board and committee advisory

Fiduciary governance, decision records, funding and investment policy, and independent second opinions on another actuary's work.

Expense review and benchmarking

Structural cost separated from one-time items, compared against peers, with a view of where savings are realistic.

Program and offering review

For universities and professional schools: demand, cost and outcomes by program, and what to grow, reshape or retire.

Forecasting and scenario planning

Enrollment, revenue, staffing and long-term commitments projected across ranges rather than a single estimate.

Universities and institutions

Colleges, universities and professional schools deciding what to offer, what it costs and where to invest next. Program and offering review, expense review and peer benchmarking, and enrollment, revenue and staffing forecasts, using the same statistical discipline we apply to plan experience. Not-for-profits and churches deciding whether to stay with multiemployer plans or offer retiree medical.

Questions this work answers

Are reward dollars going where employees value them?

Total rewards optimization using conjoint analysis: measure what the workforce actually trades off between pay, retirement, health and time, then redirect spend toward it at the same or lower cost.

Total rewards strategy, conjoint analysis, benefits redesign, workforce analytics

Are our programs and offerings still the right ones?

A review of what an organization offers against demand, cost and outcomes, using the same statistical discipline we apply to plan experience. The result is a clear view of what to grow, reshape or retire.

Program and offering review, universities and professional schools

Are we spending in the right places?

Expense review and benchmarking against peer institutions, with analysis that separates structural cost from one-time items and shows where savings are realistic and where investment will pay off.

Expense review, peer benchmarking, cost and revenue modeling