Financial Modelling & Decision Support

Practical, decision-focused financial models for founder-led businesses

The right model depends on the decisions it needs to support. I build models that are proportionate to the business, transparent in their assumptions and practical for management to use.

Typical Use Cases

What I Can Build

Business Planning
Translate strategic objectives into a 1–3 year operating and financial plan.

Pricing & Unit Economics
Evaluate margins, customer economics and the financial impact of pricing decisions.

Fundraising Readiness
Determine capital requirements and prepare management assumptions for investor or lender discussions when needed.

Cash & Runway Planning
Understand cash needs, burn, runway and potential funding requirements.

Questions the Model Should Answer

How much runway do we actually have?

Understand how long the current cash position can support the operating plan and what assumptions could materially change that outlook.

What happens if the plan does not unfold as expected?

Test the effect of different revenue, pricing, hiring, cost or growth assumptions before committing resources.

What can we afford to invest in next?

Understand the financial implications of new hires, products, markets, capabilities or other significant investments.

Which assumptions matter most?

Identify the business drivers with the greatest impact on cash, profitability, margins and break-even.

What do different operating scenarios look like?

Compare base, upside and downside cases and understand the trade-offs between different strategic choices.

How much capital would a particular growth plan require?

Estimate future funding needs and determine when additional capital may be required if the business chooses to pursue a more ambitious operating plan.

A useful financial model should make important business decisions easier. Depending on the stage and needs of the business, it should help management answer questions such as:

Driver-Based Operating Models

Financial models built around the actual drivers of the business—customers, pricing, sales volume, conversion, retention, headcount, capacity, margins and operating costs—rather than arbitrary percentage assumptions.

Integrated Financial Forecasts

Forward-looking models that connect the income statement, cash flow and, where useful, the balance sheet to provide a coherent view of expected business performance.

Cash & Runway Models

Models focused on cash requirements, burn, runway, break-even and the timing of significant operating or capital commitments.

Scenario & Sensitivity Models

Flexible models that allow management to compare different assumptions and operating paths, including base, upside and downside scenarios.

Decision-Specific Models

Focused analysis built around a particular management decision—such as hiring, pricing, market expansion, a new product, capacity investment or a significant operating change.

Existing Model Redesign

Review and rebuild of models that have become overly complicated, difficult to maintain or disconnected from the way management actually thinks about the business.

How the Financial Modelling Engagement Works

Project Structure & Fees

Define the Questions
Clarify the decisions the model needs to support, the required outputs, forecast horizon and appropriate level of detail.

Gather Inputs & Assumptions
Review available financial information, operating drivers and management assumptions, identify gaps and agree how they will be handled.

Build & Stress-Test
Build the model around the key business drivers, test scenarios and sensitivities, and review the outputs together as the model takes shape.

Handover & Use
Deliver the completed model with clearly documented assumptions and walk you through how it works so you can use and update it with confidence.

Note: Ongoing model updates, scenario analysis or decision support can be scoped separately where useful.

Financial modelling engagements are generally scoped as defined projects. Fees depend on the complexity of the business, quality of existing information, required level of detail, number of scenarios and intended outputs. Scope, timing and fees are agreed before work begins. Ongoing updates or additional scenario analysis can be added separately where useful.

FAQs

Is this a fractional CFO or accounting service?

No. I focus on modelling and decision support rather than bookkeeping, accounting, tax, controllership or ongoing ownership of the finance function.

Can you improve an existing model instead of building one from scratch?

Yes. Existing models can be reviewed, simplified, expanded or rebuilt depending on their current structure and the questions they need to answer.

What software do you use?

Models can be built in Microsoft Excel or Google Sheets depending on the client's needs and workflow.

Can the model also be used for fundraising?

Yes. A management model can be adapted to support lender or investor discussions where required, but fundraising is not the sole purpose of the model.

What information do you need from us?

Typically I need available historical financial information, the major operating drivers of the business, management assumptions and context around the decisions the model needs to support.

How long does an engagement take?

Timing depends on the complexity of the model and availability of inputs. The expected timeline is established during scoping before work begins.

How do you handle confidential information?

Confidentiality expectations can be formalized through an NDA or the client's existing agreement, and access to systems and information is limited to what is necessary for the engagement.

Discuss an Engagement →