Good valuation is not a spreadsheet. It is a story made rigorous, validated with numbers and statistics. Before I build a model, I build a narrative: a coherent view of how a business creates value, what assumptions that implies about its future, and where the market’s version of that story diverges from mine. Only then do numbers enter the picture. This is not a stylistic preference. It is the only way I know to ensure that every input in a DCF or a multiples framework means something, rather than being reverse-engineered to reach a convenient conclusion. My work spans semiconductors, healthcare and biotechnology, industrials, and financial services, sectors where complexity tends to obscure rather than…