Start by defining both objectives and the tradeoff between them before building the structure.

A useful structure should test whether the option creates the desired impact, whether it is financially sustainable, and what operational constraints could prevent delivery.

For example, you might compare impact per beneficiary, total reach, funding needs, implementation capacity, and risks rather than forcing the case into a standard profit tree.

Let the client objective drive the branches. Use familiar tools only where they genuinely help. case interview guide You may also find the MBB recruiting guide useful.

This is where forcing profitability gets weird. I would define success first, then structure around impact and feasibility.