We Reject Conventional Thinking
Here's the dirty little secret: too many professionals in the valuation economics field provide Tab A-Slot B products to their clients. This template-based thinking and its method based results allow for greater efficiency, enhanced profits, and the illusion of consistency for professionals, but often at the expense of the end user. Form reports and procedures are easy traps for a professional to fall into in today's era of specialization which frequently overlooks market and decision complexities. Intense focus on a narrow subject matter may provide many professionals the bona fides they need to claim a title of authority, but the bigger picture can get lost in this pursuit. Conventional thinking yields conventional results. We've shown that better thinking and research, and the application of relevant principles provide better results.
We think differently. Sometimes it is best to stand back and take a look at a problem from a different perspective. That's what we do. In the conventional thinking that consumed the world up until the financial collapse in 2008, we urged our clients during the multi-year run up to the collapse to reject that thinking. Those who did fared well. We are not naysayers or contrarians, but with our broad experience and ability to integrate the different areas of knowledge that make up the valuation economics field, we often spot problems and opportunities that others don't initially see.
Will a town's record growth continue? How should we rely on that appraisal report? Is the market behaving properly? This contract is beneficial to us now, but will it continue to work to our advantage? This property is sitting on top of a gold vein that is valued at $100-million, but does that matter? One appraisal report says a property is $10-million and another appraisal report says the property is worthless, so what's going on? Could we be civilly or criminally liable for relying on the appraisals that were used to back the loans we are issuing? Are we making decisions to beat the odds or to stay in a pack with others? What do we do with the 100-mile railroad corridor that we control, which has no contracts for any rail service? We have an excellent set of recommendations from our consultants, so what potential time bombs are we missing? How can we avoid problems instead of spending so much of our time and resources solving them? These are some of the questions we regularly assist our clients in answering.