Financial modelling and decision support for owners of small and mid-sized businesses. The numbers you need before you decide.
Most financial decisions in a smaller business are made without a proper calculation behind them. Not because the owner does not want one, but because the analysis has been priced for companies ten times the size. We build the model, write out the assumptions, and let you keep it.
How we work
Service 01
A rolling cash flow forecast for the next 12 to 18 months, with scenarios. Built on receivables, payables, seasonality, payroll and loan payments.
“Do we run out of cash in March, and what can we absorb if the largest customer disappears?”
Relevant when: the company is growing and the overview is slipping, through seasonal swings, or ahead of a loan application.
Show interestService 02
The drivers of the business, such as price, volume, margins and staffing, linked to profit and balance sheet. You see what a given result requires, and which assumptions it rests on.
“What would it actually take for next year to end in the black?”
Relevant when: the budget is being set, when hiring, or ahead of an expansion.
Show interestService 03
One concrete decision worked through, with net present value, payback time and sensitivity to the assumptions that are genuinely uncertain.
“Can we afford this now, or should we wait a year?”
Relevant when: you are considering new premises, a machine, a key hire, or buying versus leasing.
Show interestService 04
Normalised earnings, cash-flow-based valuation and comparison against relevant multiples. The assumptions are yours, not ours, and they are written out so the number can stand up to discussion.
“What is the company actually worth, and what would a buyer look at?”
Relevant when: ownership passes to the next generation, a co-owner comes in or steps out, an offer is on the table, in inheritance settlements, or when owners disagree.
Show interestService 05
Costs allocated to service lines and customers, not only to periods. You see which lines contribute, which ones are subsidised by the rest, and how robust the ranking is to the assumptions behind it.
“Which of my services actually earns the least?”
Relevant when: several service lines share the same costs, when setting prices, or when revenue grows without the bottom line following.
Show interestAlso available
What we do not do
We do not replace your accountant. Accounting records what has already happened. We do the numbers on what has not happened yet.