FELDMAN ADVISORYOPERATOR · ADVISOR · DECISION PARTNERFeldman Advisory ↗
FELDMAN ADVISORY · CAPITAL ALLOCATION™

If this were your $1M, where would you put it?

Positive ROI is not enough. Every dollar has a competing use. Put your actual strategic bets on the table, pressure-test them against each other, and decide what deserves capital now, later—or not at all.

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ADJUSTABLE CAPITAL · COMPETING BETS · RISK-ADJUSTED PRIORITY · NO SIGNUP
01 / RETURNHow much value could it create?
02 / PROBABILITYHow likely is the case?
03 / SPEEDHow quickly do we learn?
04 / CAPACITYCan we actually execute it?
01 / CAPITAL LOGIC

A good investment can still be the wrong allocation.

Capital allocation is comparative. The question is not whether a new hire, acquisition, AI initiative, marketing campaign or product investment can produce a return. The question is whether it deserves the next dollar more than every competing use of that dollar—including preserving cash.

THE FELDMAN TESTIf we could fund only one of these bets, which one would we regret not making?
VALUE
Expected upside

What economic or strategic value is realistically available?

Size the prize.
CONFIDENCE
Probability of success

How much evidence supports the assumptions behind the return?

Separate belief from proof.
REVERSIBILITY
Downside and optionality

Can we learn cheaply before making an irreversible commitment?

Buy information first.
EXECUTION
Management capacity

Even a great bet fails when the organization cannot absorb another priority.

Capacity is capital too.
THE REALITY

The question isn't “Will this make money?” It is “Is this the best use of the next dollar?”

INTERACTIVE FELDMAN UNDERWRITER

Put the competing bets on the table.

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01 / CAPITAL AVAILABLE

How much capital are we allocating?

Use the amount actually available for discretionary strategic investment. It can be $100K or $10M—the decision logic is the same.
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02 / COMPETING BETS

What could this money fund?

Enter the real alternatives leadership is debating. Include “preserve cash” if doing nothing is a legitimate competing use.
03 / INVESTMENT QUALITY

Pressure-test the portfolio.

Rate the portfolio assumptions overall. The report will combine these signals with the requested capital and expected upside entered for each bet.
04 / ORGANIZATIONAL CAPACITY

Can the company absorb the bets it wants to make?

Capital does not execute strategy. People do. A high-return initiative can still be a bad allocation if it overwhelms the operating system.
FELDMAN ADVISORY · CAPITAL ALLOCATION™

CAPITAL UNDER REVIEW
01 / RECOMMENDED ALLOCATION

If this were my capital...

02 / PORTFOLIO CALL
FUND NOW
Best risk-adjusted use

Commit where value, evidence and execution readiness are strongest.

PILOT FIRST
Buy evidence before scale

Spend enough to prove the assumption, not enough to regret being wrong.

WAIT
Good bet, wrong sequence

Preserve the option until another dependency or constraint is resolved.

DON'T FUND
Capital has a better use

A positive return does not automatically earn scarce capital.

03 / WHAT WOULD HAVE TO BE TRUE?

Make the recommendation falsifiable.

04 / OPPORTUNITY COST

05 / 30-DAY CAPITAL PLAN
06 / THE FELDMAN ADVISORY CALL

Do not confuse available capital with permission to spend it.

Fund the few bets that deserve to consume money, management attention and organizational capacity. Preserve optionality where the evidence is weak. Kill or defer investments that lose the comparative allocation test.

FELDMAN ADVISORY

Pressure-test the allocation before the money moves.

Feldman Advisory helps leadership teams underwrite competing investments, expose assumptions, clarify opportunity cost and make the capital decision in the room.

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