When I left Financial Services after 25 years, I was surprised to learn that the level of analysis I had been doing on a company's financials , was far more in-depth than companies were typically undertaking themselves.I was especially surprised at how little scenario analysis companies undertook. I had assumed the process was more prevalent and more universally deployed.I decided to take the process of MONTE CARLO that I use, and develop it, to help assist companies make better, more robust decisions.Mckinsey reports: “research indicates that, contrary to what one might assume, good analysis in the hands of good managers who have good judgement won’t naturally yield good decisions”, “Process mattered more than analysis – by a factor of six” in decision making processes, and that by “raising a company’s game from the bottom to the top quartile on the decision-making process improved its ROI by 6.9 percentage points” - The case for behavioural strategy, Lovallo & SibonyThis suggests that even with the best intentions and the best management teams, without debiasing your decisions and without removing cognitive biases, you are likely making sub-optimal decisions, directly affecting the value of your company. Depth of ExperienceI have been using Monte Carlo simulation in various forms for over 20 years, and have used it extensively to assist me and teams I have worked with. At RMBR, over a 5 year period we used the tool in more than a dozen project financing transactions.Implementation of the Monte Carlo process lead to value creation of ZAR500M in one of my roles, and prevented many flawed decisions. It also helped us explain our requirements to clients when discussing financing packages and terms.It helps remove the biases that team members have relating to currency rates or commodity prices and enables focus on the factors that are within a company's control.Take the quiz here for a free assessment http://rubiconrisk.com/#Quizpoint