Most finance courses throw theory at you and hope it sticks. We started with a different question back in early 2024: what if people learned capital budgeting the way professionals actually use it? Our approach strips away the academic fog and builds understanding through real decisions, messy data, and the kind of judgment calls you'll face in actual business environments.
We built our methodology around ideas that seemed obvious but were surprisingly rare in finance education. These aren't marketing points—they're constraints we force ourselves to work within when designing every lesson.
Capital budgeting exists to help people make choices about where to put money. So we start there. Every module begins with a decision someone needs to make, then works backward to the analysis that informs it. Theory comes after you've felt the need for it.
Real projects don't come with clean datasets. Revenue estimates shift, costs surprise you, and market conditions change while you're building your model. We teach you to build analysis that stays useful when assumptions turn out to be wrong—because they will.
The hardest part of capital budgeting isn't the math. It's knowing which numbers matter, which assumptions to test, and when analysis is telling you something important versus just generating more spreadsheet cells. That kind of judgment develops through repetition with feedback.
We spent most of 2024 testing different ways to organize material. What worked best was a rhythm that alternates between building new skills and applying them to progressively complex scenarios.
Each module follows a pattern that feels repetitive at first, but that repetition is what builds confidence. You learn a technique in a simplified context, apply it immediately, then revisit it with added complexity after you've had time to absorb the basics.
Senior Instructional Designer
Callum spent twelve years doing capital budgeting for infrastructure projects before he started teaching it. He builds our case studies from projects he actually evaluated—with names changed and details adjusted, but the decision complexity intact. His background means our scenarios include the political and organizational factors that textbooks ignore.
Lead Course Facilitator
Ingrid came to us from corporate training where she taught financial modeling to non-finance managers. She's better than anyone we've met at figuring out where understanding breaks down and building alternate explanations that work for different thinking styles. She runs the live sessions and manages most of the individual feedback.
We keep the teaching team small deliberately. Both instructors know every participant by name and review their work personally. That doesn't scale infinitely, which is why our autumn 2025 cohort will cap at forty-five participants. Quality of feedback matters more than course size.
The program runs for sixteen weeks starting September 2025. Each week combines self-paced analysis work with a live session where we work through problems together and discuss where people got stuck.
You'll spend about eight hours weekly on coursework—some weeks less, others more depending on the complexity of that module's case. The workload is designed around people who have jobs, so deadlines have built-in flexibility and live sessions get recorded.
We're accepting applications through June 2025 for the autumn cohort. The application asks about your background in finance and what you're hoping to do with capital budgeting skills. We're looking for fit more than credentials—the course works best with a mix of experience levels.
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