In this special episode of We Fixed It, You’re Welcome, the team welcomes back financial expert Lukas Sundahl to put real numbers behind our hypothetical business fixes.
What’s the actual value of “fixing” a struggling company?
Lukas analyzes three big names—Southwest Airlines, Party City, and Jaguar—and shows how our proposed strategies could have meant millions in revenue, survival, and long-term brand strength.
Expect insights on:
Why Southwest’s baggage fees could still work without killing loyalty?
How Party City could have survived with community-driven retail?
What Jaguar missed in its EV pivot and how to reclaim brand trust?
This episode blends strategy + financial modeling, proving that fixing companies isn’t just theory—it’s measurable impact.
Listen, learn, and maybe rethink how YOU approach business pivots.
We dive deep into the real numbers behind our “fixes.” With returning guest Lukas Sundahl (CFO, financial strategist, LinkedIn thought leader), we analyze three case studies:
Southwest Airlines: Would baggage fees really alienate customers? Or could they generate $350M–$450M while keeping loyalty intact?
Party City: How localized inventory and community tie-ins might have saved them from bankruptcy—potentially adding $43M–$130M in value.
Jaguar: The pitfalls of abandoning brand heritage in the EV race—and how aligning EVs with Jaguar’s legacy could mean $35M–$179M in gains.
Chapters
0:00 – Welcome to We Fixed It, You’re Welcome
1:20 – Meet our guest: Lukas Sundahl
2:40 – How we quantify “fixes”
4:20 – Case Study 1: Southwest Airlines
8:00 – Case Study 2: Party City
14:40 – Case Study 3: Jaguar
18:20 – The power of the pivot
23:00 – Why grounding fixes in real companies works
25:45 – Closing thoughts & where to find Lukas
Key Themes:
The financial impact of strategic pivots
Brand loyalty vs revenue growth
The “power of the pivot” in corporate turnarounds
Why storytelling + numbers matter in fixing companies
Key Pull Quote
“The numbers—whether worst or best case—prove the power of the pivot. Even small strategic shifts could have meant hundreds of millions in value.” – Lukas Sundahl
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