Business plans
Set out the proposition, target customers, revenue model and operating requirements. Connect the commercial case with financial projections and the priorities for implementation.
Business plans and financial modelling
Understand what
the plan requires.
Connect commercial assumptions with revenue, costs, investment and cash flow.
We help leadership understand how the business earns, what it needs to operate and which assumptions could change the outcome.
Discuss your business planFrom assumptions to decisions
One plan.
Three connected views.
The commercial story, the financial model and the management decision should reinforce each other. Each material assumption needs a clear path through the model.
- 01Commercial assumptions
Customers, volumes and pricing
Financial implicationsRevenue and margins
Management questionsWhich assumptions determine the result?
- 02Commercial assumptions
People, delivery capacity and costs
Financial implicationsOperating costs and profit
Management questionsWhat resources does the plan require?
- 03Commercial assumptions
Collections, working capital and investment
Financial implicationsCash requirements over time
Management questionsWhen could a funding gap arise?
Profitability and cash availability can move differently. Collection periods, payment terms and investment timing belong in the same assessment as revenue and margins.
How we help
Make the business logic
and the numbers agree.
We shape the plan around its purpose, the available information and the decisions management needs to make.
Financial projections
Translate business drivers into revenue, costs and investment. Make the assumptions explicit and show how changes in activity affect the economics.
Cash-flow planning
Examine the timing of receipts, payments, working capital and capital expenditure. Assess when cash is needed and how that requirement changes across scenarios.
Scenarios and sensitivities
Test the assumptions that could materially change the plan. Compare their effect on profitability, cash requirements and the resources the business must commit.
Testing the plan
What changes
when the assumptions do?
A scenario changes a coherent set of assumptions. A sensitivity isolates a particular driver. Both help leadership examine how the result could move.
01
Demand builds more slowly.
What to test
Revise customer acquisition, volumes and the timing of revenue.
The management question
Can the cost base adjust, and how does the cash requirement change?
02
Costs rise or margins tighten.
What to test
Change relevant cost drivers, pricing or product mix.
The management question
Which parts of the plan remain viable, and what would need to change?
03
Cash arrives later.
What to test
Extend collection periods or increase working-capital needs.
The management question
When does the cash position come under pressure?
These are illustrative questions. The variables, ranges and combinations should reflect the business and the evidence available.
What the work can include
A plan management
can examine and use.
The output should explain the drivers of performance, the resources required and the assumptions that deserve continued attention.
A clear business plan.
The proposition, commercial model, operating requirements, financial outlook and implementation priorities.
A model with traceable assumptions.
Documented inputs, calculations and projections, with the source and rationale for material assumptions.
A view of scenarios and cash needs.
Comparisons that show the effect of key changes, the timing of cash requirements and the questions to resolve.
A concise leadership brief.
The conclusions, principal sensitivities and implications for the decision, alongside information gaps that could alter the assessment.
Start a conversation
What does your
next plan need to establish?
Start with the decision, the planning horizon and the information you already have.
Discuss your business plan