Graham asked Fable 5 for a five-year three-statement operating model on Lululemon.
A few short paragraphs of instruction: where to pull historic results from, where to source forecasts, what structure to use, which levers matter for a retailer with stores, inventory and an active restructuring plan.
What came back was more than a set of forecasts. Claude split revenue by geography rather than product segment, having worked out that the Americas, China and rest of world story matters more for this business than menswear versus womenswear.
It chose INDEX over CHOOSE for scenario selection without being asked. It flagged share buybacks so the diluted share count wouldn't distort EPS. It broke out operating leases separately, which matters when a retailer can grow its store base through leases instead of CapEx.
It also wasn't flawless. Debs caught a scenario gap in the depreciation logic and a judgment call on deferred revenue that a research analyst would handle with a dedicated schedule.
Topics covered:
→ Why revenue got split by geography instead of product segment → INDEX vs CHOOSE and why unprompted formula choices matter → The readme tab: giving an agent persistent context so the file becomes a living document → Three genuine scenario cases rather than plus or minus 100 basis points → Where the D&A logic breaks when you flex the CapEx case → The deferred revenue treatment Debs would have built differently → Why the Excel API can't create a data table and what Claude did instead → Both grades and why Graham thinks Debs was harsh
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