Documented cases of the Prevuelo Method

Six implementations in aviation, media, nonprofit, consulting and events

The Prevuelo Method was not born on a whiteboard. It took shape in real organizations, with real problems around cash, debt and big decisions. These are six cases where it was applied. For confidentiality we do not name the organizations; each outcome is attested in writing by an executive or collaborator of the organization, and documentation is available on request.

Case 1 · Aviation · 2018–2022

Commercial airline: opening a branch in Argentina

Starting point. The airline operated occasional charter flights in Buenos Aires but had no formal presence in the country: no local bank accounts, no supplier or ground-handling contracts, no ticket sales and no financial control system. Landing authorizations were sometimes obtained only hours before departure.

What was done. The branch was built from the ground up: regulatory approvals, airport slots, banking relationships, contracts with fuel, catering, crew accommodation and ground-handling providers, and reservation and ticketing systems. On the financial side, a weekly forward-looking cash-flow model consolidated all operating costs, together with a fuel payment control system.

Outcome. On-time performance rose from 68% to 95%. The route obtained full commercial certification, penalties and disruptions fell, contribution margins improved and the branch began generating cash from local sales. The systems kept running afterwards.

Attested by a finance executive who worked on the operation.

Case 2 · Aviation · 2015–2017

Regional airline group: planning new routes

Starting point. The group was evaluating new international routes in a volatile regional market, with high and hard-to-reverse costs: aircraft leasing, fuel and operating overhead.

What was done. Projection and capital-allocation models were developed for each route, integrating leasing costs, expected demand, fuel exposure, overhead and revenue sensitivity scenarios.

Outcome. Leadership could evaluate each expansion before committing resources. It was the first application of a principle that is now central to the Prevuelo Method: decide with numbers worked out on the ground, before the point of no return.

Attested by an economist who worked in the group.

Case 3 · Media and education · United States · 2022

Media and education company after COVID-19

Starting point. The pandemic had disrupted several revenue channels and leadership had little visibility into the company's financial position. Decisions relied more on intuition than on data.

What was done. A finance committee was created, the accounting system was organized with liquidity diagnostic protocols, Power BI dashboards were deployed for receivables, payables and risk signals, and 12–24 month scenario models were built to evaluate each capital decision.

Outcome. More than $400,000 in vendor liabilities restructured. Fixed costs down 23% in six months. Three digital business units generating over $1.5 million in revenue in one year. Support for the acquisition of the company headquarters and its later refinancing. Layoffs were avoided and the team grew to more than 25 people. Years later, the company still uses the models and dashboards.

Attested by the organization's chief executive.

Case 4 · International events

Large-scale events with budgets above $500,000 per edition

Starting point. Much of the revenue depended on sponsorships that were confirmed late, while costs (venues, production, travel and suppliers in several countries) were committed early. There were no defined break-even points.

What was done. Each edition was modeled under three scenarios with its own break-even. Gates were defined: each block of spending was released only when confirmed revenue covered it. Each initiative had its point of no return, and a dashboard tracked sponsorship dependency, cash conversion timing and open commitments by country.

Outcome. Events were executed within the defined financial limits, margins were protected and there were no cost overruns. The model was reused in later initiatives.

Attested by the founder of a partner organization. Read the full case in the V1 article →

Case 5 · Nonprofit · 15+ countries

International foundation with programs for children and youth

Starting point. The foundation was expanding an educational program across several countries, with variable funding sources and different rules in each jurisdiction. It needed to sustain growth without losing stability.

What was done. A three-year forecasting model was built, along with dashboards to track resource allocation in real time, cost-tracking protocols and threshold-based budgets.

Outcome. Budget accuracy above 90%, which allowed the program to scale across countries without compromising institutional stability. The finance team still uses the models.

Attested by an executive associated with the foundation.

Case 6 · Consulting · Certified B Corporation · United States

Growing consultancy with variable project funding

Starting point. The firm was adding services and projects but had no formal budget process, no liquidity forecasting and no rules for approving new initiatives. Decisions relied on backward-looking reports.

What was done. Its first formal budget process was led, with a model integrating revenue, staffing, overhead and expansion. A financial review committee, approval thresholds for new initiatives, monitoring dashboards and protocols for the governed use of analytical tools, with human validation, were put in place.

Outcome. An operational efficiency improvement of approximately 15%, fewer budget deviations and decisions made within defined parameters. The models remain the basis of its planning.

Attested by the founding principal.

What they have in common. In every case, what mattered most was not the first-year figure but that the systems kept working after the engagement ended. That is the test we apply to every project.

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