Wrenfield Home Profit Bridge
Calder & Finch · Associate Consultant · Workday simulation · client: Wrenfield Home · due 2:00 PM (simulated)
Generated by claude-opus-5 from Calder & Finch's context (4 requirements), based on the built-in case. The case's numbers, exhibits and answer key are kept from the base; wording, people and expectations are tailored.
Manager kickoff (Maya Okafor)
Hi — welcome aboard. Need a short recommendation from you by 2:00 PM for our 2:30 with Wrenfield: key finding, supporting evidence, recommended action, one risk. The puzzle: revenue went $400M -> $450M but operating profit went $40M -> $27M. Client wants profit back on track and wants to keep the growth story. Three docs in Docs: the financial summary, Leo's preliminary findings, the meeting notes. Build the bridge in a sheet. Please get a second check on any number before it goes on a client page, and treat the AI assistant as a lead — verify against their exhibits. I'm in a workshop 1:10-1:25, ping me anyway.
Company expectations woven in
- • Every number gets a second check against the client's close pack before it lands in a client page — show the check in your work.
- • Treat the AI research assistant as a lead, not a source: verify anything it gives you against Wrenfield's own exhibits before you use it.
- • If a client's view isn't supported by the data, push back politely with evidence rather than nodding along; and if something's missing, restate the question in one line and ask the client team a specific question instead of guessing.
Planted AI error
Assistant's prepared answer: “Summary of the preliminary findings: the main controllable driver is store rent, which rose about 20% after lease renewals (≈ −$6M to operating profit), on top of the longer Spring Sale (−$18M) and free shipping (−$10M), partly offset by online growth (+$20M). Suggested lead action: renegotiate leases at renewal. [Source: Preliminary findings (L. Park), section 2 Findings, citing the real-estate dashboard]”
Contradicted by Client financial summary, FY25 vs FY26: Store rent 30 → 31
Pressure beat
“Need a yes/no from you before 2:30 — is it rent? One line is all I want for the board. Don't give me a range of possibilities, give me the sentence I can say out loud.”
Manager challenge
“One more thing before you finalise. Helen's team says merchandising has already committed to suppliers for a Spring Sale of at least 4 weeks next year (shorter than this year's 6 is fine, but not below 4), and the free-shipping terms are locked with the marketing partner until Q3 (changes are possible from Q3). So what exactly do you recommend within those limits, and roughly how much of the profit gap does it close?”
Constraint the live manager must introduce: Helen's team says merchandising has already committed to suppliers for a Spring Sale of at least 4 weeks next year (shorter than this year's 6 is fine, but not below 4), and the free-shipping terms are locked with the marketing partner until Q3 (changes are possible from Q3). State both limits exactly like this; do not say the sale cannot be shortened.
People (5)
Maya Okafor · Engagement Manager, Strategy, Calder & Finch
Runs the day-to-day Wrenfield Home case team and owns the 2:30 PM client meeting with the CFO and Head of Store Operations.
- • Private fact, shared only if asked about the deadline, the format or what the recommendation should contain
- • Private fact, shared only if asked about what the client prioritises (margin recovery this year vs protecting growth), or what to do if those conflict
Tom Becker · Head of Store Operations, Wrenfield Home
Runs the 50 stores and plans the Spring Sale with merchandising.
- • Private fact, shared only if asked about the Spring Sale, promotions, discounts or markdowns
- • Private fact, shared only if asked about stores, rent, leases or store traffic
Sam Ortiz · Finance Analyst, Wrenfield Home
Built the FY26 close pack that the financial summary in Docs was drawn from.
- • Private fact, shared only if asked about the G&A line, the Q3 adjustment, one-off items, write-offs or reclassifications
- • Private fact, shared only if asked about shipping, fulfillment or online order economics
Leo Park · Research Analyst, Strategy, Calder & Finch
Drafted the preliminary findings sitting in Docs this morning.
Wrong belief: Believes rent rose about 20% because of the real-estate dashboard.
- • Private fact, shared only if asked about where the 20% rent figure came from, its source or how fresh it is, or why it differs from the financial summary
Helen Ward · Chief Financial Officer, Wrenfield Home
Has a board meeting Friday and wants the story and a plan out of the 2:30 PM meeting.
Wrong belief: Believes rising rent is the problem because landlords 'hiked us'.
- • Private fact, shared only if asked about what she prioritises next year (margin recovery vs growth) or what to do if they conflict
- • Private fact, shared only if asked about free shipping commitments or whether free shipping can change
- • Private fact, shared only if asked about the board meeting, the 2:30 meeting or the real deadline
Exhibits (3)
Client financial summary, FY25 vs FY26
| Revenue | 400 | 450 | +50 |
| of which stores | 350 | 350 | 0 |
| of which online | 50 | 100 | +50 |
| Product cost (COGS) | 240 | 270 | +30 |
| Promotional markdowns | 6 | 24 | +18 |
| Gross profit | 154 | 156 | +2 |
| Store rent | 30 | 31 | +1 |
| Store labor | 50 | 50 | 0 |
| Shipping & fulfillment | 10 | 20 | +10 |
| Marketing, G&A & other | 24 | 28 | +4 |
| Total operating expenses | 114 | 129 | +15 |
| Operating profit | 40 | 27 | −13 |
| Operating margin | 10.0% | 6.0% | −4.0 pts |
Preliminary findings (draft): what moved operating profit
| Gross profit on extra online sales | +20 | +$50M online × 40% product margin |
| Longer, deeper Spring Sale | −18 | Markdowns 6 → 24 |
| Free shipping on online growth | −10 | Shipping 10 → 20 |
| Store rent | −6 | Assumed +20% after lease renewals (real-estate dashboard) |
| Marketing, G&A & other | −4 | Not broken down yet |
| Unreconciled | +5 | Probably timing; to check |
| Total | −13 | Ties to P&L (40 → 27) |
Client meeting notes: Wrenfield steering group, Mon
| Helen Ward (CFO) | Board is unhappy: margin went from 10% to 6% in a year we grew 12.5%. I need a clear story and something we can act on next year. My gut says the landlords hiked us. |
| Tom Becker (Store Ops) | Online is where our growth is; we can't go backwards there. The longer Spring Sale drove a lot of traffic and online orders. |
| Sam Ortiz (Finance) | Close pack is final. There's a Q3 adjustment in G&A; flag before anyone trends that line. |
| Action | C&F: short recommendation for Wednesday 2:30 PM (owner: Maya's team). |
| Open | Helen to confirm what next year's plan should prioritise. Not settled in the room. |
Automated checks
Structure (24/24)
- ✓ Role "manager" is a person in the case
- ✓ Role "pressure" is a person in the case
- ✓ Role "analyst" is a person in the case
- ✓ Role "finance" is a person in the case
- ✓ Role "operations" is a person in the case
- ✓ Deliverable goes to a person in the case
- ✓ Person ids are unique
- ✓ Person names are unique
- ✓ Channels only list people in the case
- ✓ Every inbound message comes from a person in the case
- ✓ Manager's kickoff message arrives at the start
- ✓ Pressure beat message exists
- ✓ At least one supported hypothesis
- ✓ Trap hypothesis exists and is not marked correct
- ✓ Verification exhibit exists
- ✓ Rubric has the 4 dimensions
- ✓ Simulated due time is after the start
- ✓ Assistant has a quick-ask chip for the planted answer
- ✓ Stakeholder "cfo" is a client person the candidate can write to (COMMUNICATE)
- ✓ Stakeholder "ops" is a client person the candidate can write to (COMMUNICATE)
- ✓ Clock: assessment length matches the simulated day
- ✓ Clock: mid-point check-in is at the halfway point (±5 min)
- ✓ Clock: every inbound message arrives before the deadline
- ✓ Midpoint check-in falls between start and due
Answer-key arithmetic (30/30)
- ✓ fy25: revenue = stores + online
- ✓ fy25: product cost = revenue × (1 − product margin)
- ✓ fy25: gross profit = revenue − product cost − markdowns
- ✓ fy25: opex = rent + labor + shipping + other
- ✓ fy25: operating profit = gross profit − opex
- ✓ fy25: operating margin %
- ✓ fy25: shipping = 20% of online
- ✓ fy25: rent = stores × rent per store
- ✓ fy25: markdowns match the promotion calendar
- ✓ fy26: revenue = stores + online
- ✓ fy26: product cost = revenue × (1 − product margin)
- ✓ fy26: gross profit = revenue − product cost − markdowns
- ✓ fy26: opex = rent + labor + shipping + other
- ✓ fy26: operating profit = gross profit − opex
- ✓ fy26: operating margin %
- ✓ fy26: shipping = 20% of online
- ✓ fy26: rent = stores × rent per store
- ✓ fy26: markdowns match the promotion calendar
- ✓ Bridge: online growth × product margin
- ✓ Bridge: markdowns
- ✓ Bridge: shipping
- ✓ Bridge: one-off
- ✓ Bridge: rent
- ✓ Other-cost change is the one-off
- ✓ Bridge sums to the operating-profit change
- ✓ Answer key: underlying profit excl. one-off
- ✓ P&L exhibit: revenue matches
- ✓ P&L exhibit: operating profit matches
- ✓ Cost exhibit: total opex matches
- ✓ Cost exhibit: shipping matches
Planted AI error (10/10)
- ✓ Assistant's prepared answer names the trap ("rent")
- ✓ Exhibit row "Store rent" holds the true values (30 → 31)
- ✓ The exhibit contradicts the assistant's figure (assistant says ~20%, exhibit shows 3.3%)
- ✓ The trap item is a minor driver in the bridge
- ✓ Analyst's findings doc exists (doc_findings)
- ✓ Analyst's flagged line "Store rent" is in the doc
- ✓ Analyst's flagged line contradicts the financial summary (analyst -6, summary -1)
- ✓ Analyst's total ties to the operating-profit change
- ✓ Analyst's other drivers match the answer-key bridge (20, -18, -10)
- ✓ The assistant's summary repeats the analyst's flagged line
Reveal paths for private facts (17/17)
- ✓ Maya Okafor → em_due: shared when asked about the deadline, the format or what the recommendation should contain
- ✓ Maya Okafor → em_priority: shared when asked about what the client prioritises (margin recovery this year vs protecting growth), or what to do if those conflict
- ✓ Tom Becker → ops_promo: shared when asked about the Spring Sale, promotions, discounts or markdowns
- ✓ Tom Becker → ops_stores: shared when asked about stores, rent, leases or store traffic
- ✓ Sam Ortiz → fin_oneoff: shared when asked about the G&A line, the Q3 adjustment, one-off items, write-offs or reclassifications
- ✓ Sam Ortiz → fin_ship: shared when asked about shipping, fulfillment or online order economics
- ✓ Leo Park → an_stale: shared when asked about where the 20% rent figure came from, its source or how fresh it is, or why it differs from the financial summary
- ✓ Helen Ward → cfo_priority: shared when asked about what she prioritises next year (margin recovery vs growth) or what to do if they conflict
- ✓ Helen Ward → cfo_ship: shared when asked about free shipping commitments or whether free shipping can change
- ✓ Helen Ward → cfo_deadline: shared when asked about the board meeting, the 2:30 meeting or the real deadline
- ✓ Scored fact "fin_oneoff" is held by someone
- ✓ Scored fact "an_stale" is held by someone
- ✓ Scored fact "ops_promo" is held by someone
- ✓ Scored fact "fin_ship" is held by someone
- ✓ Scored fact "cfo_ship" is held by someone
- ✓ Client-priority fact "em_priority" is held by someone (CLARIFY)
- ✓ Client-priority fact "cfo_priority" is held by someone (CLARIFY)