Capability 01

Financial Strategy

Decide with numbers, not instinct — from a first funding round to your next major move.

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What this work is

Most financial decisions in a growing business are made with incomplete information. A new facility is signed because the bank approved it. A price is set because it matched a competitor. An expansion goes ahead because the last two years looked good. Each decision is defensible on its own, and together they quietly determine whether the business is solvent in three years.

Financial strategy is the work of putting numbers around those decisions before they are made. We build the forecast, model the alternatives, and show you what each path does to cash, profit, debt capacity and risk. The output is not a document that sits on a shelf — it is a basis for choosing.

The same discipline applies to a startup raising capital. A pitch deck fails on its financial page more often than on its idea: unit economics that do not hold, a revenue build with no assumptions behind it, a use-of-funds slide that does not reconcile to the model. We build the model, write the financial narrative, and prepare founders for the questions an investor will actually ask before the meeting rather than after it.

We work with the information you already have. If your books are behind or your reporting is thin, we say so and fix that first, because a forecast built on unreliable history is worse than no forecast at all.

You probably need this if

  • You are considering a loan, an investment or a major purchase and cannot say what it does to cash twelve months out.

  • Revenue is growing but the bank balance is not.

  • You have a budget, but nobody compares it to actual performance.

  • Pricing has not been reviewed since costs changed.

  • Two directors disagree about whether the business can afford something, and neither has the numbers to settle it.

  • You are raising a round and your financial model is a spreadsheet nobody outside the company has stress-tested.

  • An investor has asked for a valuation, a use of funds, or a due diligence pack and you do not have one.

What this covers

  • Financial planning
  • Budgeting and forecasting
  • Cash-flow forecasting
  • Working capital
  • Capital structure
  • Financial modelling
  • Investment analysis
  • Business planning
  • Startup advisory and financial modelling for new ventures
  • Pitch deck preparation and investor-facing financials
  • Fundraising readiness, valuation support and due diligence preparation
  • Strategic financial decision support

What you get

  • Integrated financial model

    Profit and loss, balance sheet and cash flow linked together, so a change in one assumption flows through all three.

  • Rolling cash-flow forecast

    Thirteen-week and twelve-month views, maintained monthly, showing when cash is tight before it becomes tight.

  • Scenario and sensitivity analysis

    Base, upside and downside cases, with the assumptions that matter most identified and stress-tested.

  • Investor pack and pitch financials

    A financial model, unit economics, revenue build and use-of-funds statement that reconcile to each other, plus the deck pages that carry them.

  • Decision memorandum

    A short written recommendation with the reasoning, the risks, and what would have to be true for the decision to work.

Common questions

How long does a financial strategy engagement take?
A focused model and forecast for a single decision typically takes two to four weeks. A full planning cycle with scenario work runs four to eight weeks depending on data quality.
Our accounts are not up to date. Can you still help?
Yes, but we will tell you where the data is weak and what we had to assume. In some cases the first piece of work is getting the historical numbers reliable enough to forecast from.
Do you work with startups, or only established businesses?
Both. For startups the work is usually the financial model, unit economics, valuation support and the financial half of the pitch deck, plus preparing founders for due diligence. We are not a fundraising agent and do not introduce investors.
Do you help present this to banks or investors?
Yes. We prepare the financial pack and brief you on the questions lenders and investors will ask. We do not negotiate on your behalf.

Client work · Online Food Delivery (Cakes) — NPR 5–10 crore turnover, ~25 staff

Costing every product, then building the raise around it

A pioneering online cake delivery business was preparing to raise capital with weak accounting and no product-level costing behind the numbers.

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