Build the accounting and corporate-finance foundation an architect needs before entering an MBA or management role: read the three statements together, explain profit and cash, control costs and working capital, compare investments, and make a defensible financing recommendation.
What you will be able to answer
You receive a small firm's latest financial statements, a budget-versus-actual summary, and a proposal that needs new funding. What can you tell the management team before it commits the money?
A one-page finance brief that links profit to cash and the balance sheet, identifies the margin, liquidity, leverage and working-capital signals that matter, explains the budget variance, tests the proposal using discounted cash flow and a simple sensitivity, and recommends whether and how to fund it. Every conclusion names the source number, assumption and decision rule so a manager can challenge it.
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Course outline
Concept 1
Concept 1 · Read the three statements as one business story
Concept 2
After: three-statements-one-story
A balance sheet is a snapshot of resources and claims: what the business controls, what it owes, and what its owners have funded.
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Concept 3
After: three-statements-one-story
Revenue measures what was earned, not what was collected, while each margin shows how much survives a different layer of cost.
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Concept 4
After: accounting-equation-and-balance-sheet, revenue-costs-and-margins
A profitable firm can still run out of money when revenue has not been collected, inventory absorbs cash, or bills fall due first.
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Concept 5
After: revenue-costs-and-margins
A cost does not become manageable merely because it has a name. Its behaviour tells you what changes with volume and what must be covered regardless.
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Concept 6
After: cost-behaviour-and-break-even, profit-versus-cash
A budget is useful only when actual results are compared with it, the cause of each difference is investigated, and the forecast changes.
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Concept 7
After: profit-versus-cash
Cash can be tied up between paying suppliers and collecting customers even when the income statement shows a healthy margin.
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Concept 8
After: accounting-equation-and-balance-sheet, revenue-costs-and-margins, working-capital-and-cash-cycle
Profitability asks whether the business earns enough, liquidity asks whether it can meet near-term obligations, and leverage shows how much it depends on debt.
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Concept 9
After: profit-versus-cash
A rupee today and a rupee years later cannot be compared directly because time changes both opportunity and risk.
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Concept 10
After: time-value-of-money
A proposal can repay its initial cost and still destroy value when timing, required return or later cash flows are ignored.
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Concept 11
After: accounting-equation-and-balance-sheet, ratio-diagnosis, time-value-of-money
Funding is not free: lenders require repayment and protection, owners require returns, and the chosen mix changes both risk and the hurdle for investment.
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Concept 12
After: budget-variance-and-forecast, ratio-diagnosis, investment-decision-rules, financing-mix-and-cost-of-capital
A finance recommendation is credible only when the assumptions that could reverse it are visible and the downside can still be funded.
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8 candidates did not meet the course criteria.
A sector-focused MBA (RICS SBE, NICMAR, and similar) that keeps you in the built environment while adding management and finance. It's a bridge into construction/project management, real-estate development, finance, IPC advisory, Big 4 infrastructure consulting, and general management.
10 mapped employers
Explore path →You use an MBA to move into consulting, management, operations, or to lead in real-estate/construction firms. It's the broadest pivot, and the pay depends heavily on the tier of the business school. Domain MBAs (real estate / construction) keep you sector-adjacent.
8 mapped employers
Explore path →