Plan ahead with numbers you can defend.
Financial planning and analysis turns historical results into a forward view: what the year is likely to look like, where cash will be tight, and how results compare with the plan.
Most owners only see results after the month has closed.
Without a working budget and forecast, there is no reference point for whether the business is on track. Surprises in cash, margin or cost are discovered late, when fewer options remain.
Common signs
- The budget is built once and never revisited
- There is no forward view of cash beyond the current bank balance
- Variances are noticed but not explained
- Scenario questions take days of spreadsheet work to answer
A structured approach, led by the principal.
- 01
Map the drivers
Identify the volume, price, cost and timing drivers that actually move results in your business.
- 02
Build the model
Create a budget and forecast model that is driver-based, documented and maintainable.
- 03
Compare and explain
Run budget versus actual each month with plain-language commentary on what changed and why.
- 04
Reforecast
Update the outlook as conditions change so the forecast stays useful through the year.
What you receive.
- 01Driver-based annual budget
- 02Rolling 12-month forecast
- 0313-week cash-flow forecast
- 04Budget versus actual reporting
- 05Variance analysis and commentary
- 06Scenario and sensitivity analysis
- 07Financial model for specific decisions
- 08Model documentation and handover
Final scope is agreed in writing for each engagement.
- Businesses that want a budget that is used, not filed
- Owners facing tight or uneven cash cycles
- Teams preparing financial projections for lenders or partners
How the work is usually arranged.
Defined project
Build a budget, forecast or financial model with a clear deliverable and handover.
Ongoing FP&A
Monthly variance analysis, reforecasting and review.
Model support
Review, repair or extend an existing model your team already uses.
Discuss fp&a & forecasting for your business.
A first conversation is an opportunity to describe where the business is, what is not working, and what you need. You will speak directly with the principal.