Scenario Planning

See the financial impact of decisions before you commit to them.

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What this involves

Financial modelling that helps you understand the impact of different decisions, risks and growth options.

Most decisions come down to two or three possible futures, and the argument is usually about which one you are in. We model them properly, showing profit, cash and headroom under each, and identify the trigger points that tell you which way things are going. You keep the model, not just the answer.

What you get

What’s included

  • Scenarios defined with you, covering base, upside and downside
  • A model built so assumptions can be changed in one place
  • Profit, cash and headroom shown under each scenario
  • Trigger points identified for each path
  • Decisions and timings mapped against each outcome
  • The model handed over so you can rerun it yourself

Alongside this

Related services

Working Capital Planning

Growing businesses often have their cash tied up in their own operations. We measure your cash conversion cycle, look at collections, payment terms and stock or work in progress, and quantify what each improvement is worth. The output is a plan with pounds attached, not general advice about chasing invoices.

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Capacity Planning

Hiring decisions get made on how busy everyone feels. We model what your team can actually deliver against what you have committed, convert the pipeline into resource requirements, and cost the next hire before you make it. The point is to get the timing right rather than hire late and then over-hire.

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Sensitivity Analysis

Every plan rests on a handful of assumptions, and usually only two or three of them actually matter. We isolate those, test what each does to profit and cash, and calculate the breakeven points. It turns a feeling that something is risky into a number, and tells you which figures are worth watching.

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Budgeting & Forecasting

A budget built from last year plus a percentage tells you nothing about whether the plan works. We build from the drivers: what you sell, who delivers it, what capacity you have. Then we report against it monthly and reforecast at agreed points, so it stays useful past February.

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Cashflow Forecasting

Annual cash forecasts go stale within weeks. We build a rolling thirteen week view based on how your customers actually pay rather than the terms you agreed, with VAT, payroll and payment runs scheduled in. You see pressure building while there is still time to do something about it.

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Not sure which you need? The strategy call maps it in about twenty minutes.

Where does your finance function stand today?

A short conversation will tell you whether this is the right place to start, or whether something earlier in the sequence needs fixing first.

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