Financial modelling
A model built for the decision in front of you, with the assumptions visible so you can argue with them. Not a template with your numbers dropped in.
PRICED BY THE HOUR
$60 to $120
Scoped against the decision you are making. One-off, and quoted before we start.
Book a free 30-min callYou are probably here because one of these is true.
Which version you need.
A model is built backwards from the decision. Tell us the question and the shape follows from it.
Decision model
- One decision modelled
- Scenarios you can switch between
- Assumptions on one sheet
Days to weeks
Operating model
- Revenue built from drivers, not growth rates
- Cost base modelled properly
- Rolling cash and runway
- Scenario and sensitivity switching
- Unit economics and breakeven
Weeks
Investor-facing model
- Everything in the operating model
- Built to survive diligence questions
- Comparatives consistent with your history
- A version you can present from
Scoped around the raise
What is in, and what is not.
Included in every model
- Forecasting built from drivers rather than a growth percentage
- Scenario and sensitivity analysis you can switch between
- Cash flow and runway under each scenario
- Unit economics and contribution by product, channel or segment
- Breakeven analysis, and what would have to be true to reach it
- Pricing analysis where the decision is a price change
- Investment and hiring analysis where the decision is a spend
- A walkthrough of the logic, so you can defend it without us in the room
Not included
- A forecast presented as a prediction. A model shows consequences of assumptions, not the future
- Assumptions we invent. They are yours, we make them explicit and we will challenge them
- Investment advice, or a view on whether to raise. That is not a service we are licensed to give
- Tax modelling and tax planning. Your practitioner, in your jurisdiction
- Ongoing maintenance, unless you want it. A model that nobody updates is a snapshot
Five stages, starting with the decision rather than the spreadsheet.
A model that cannot be explained in a meeting is not finished. The last stage is you being able to defend it without us.
What you have at the end.
Named artefacts, not adjectives. Everything below is something you can open, forward or hand to a third party.
WHO DOES THIS WORK
A named senior accountant
ACCA-qualified · Modelling and advisory · Reviewed by Quality Assurance
Models are built by ACCA-qualified senior accountants who work in the underlying books, and are reviewed independently before handover. Excel is used daily here: pivot tables, complex lookups and macros where automation earns its place, though a model nobody can read is a failed model regardless of how clever it is.
$60 to $120 an hour, scoped against the decision.
The rate is the highest we publish because it is the most senior work we do. What keeps the total reasonable is scope: a model built for one decision is much smaller than a model built in case anyone ever asks anything.
Price your ongoing bookkeeping insteadQuestions we get asked.
Advanced, and used daily. Pivot tables for summarising and analysing large datasets, complex formulas and lookups, and macros to automate repetitive work. We build financial models, reporting tools and automation templates for clients as part of our modelling service.
No, and be careful of anyone who says otherwise. A model shows the consequences of a set of assumptions. Its value is that the assumptions are explicit, so you can argue with them and see what has to be true for the answer to change.
They are yours. We make them explicit, put them in one place, and challenge the ones that look optimistic, because an unchallenged assumption is where most models go wrong. What we will not do is invent a number and present it as a finding.
Yes. We have built financial models for investor pitches where funding was subsequently secured. The difference from an internal model is that it has to survive questions from people looking for the weak point.
That is the intent, and it is why the last stage is a walkthrough rather than a file transfer. Assumptions sit in one place, the logic is followable, and nothing is locked. If you would rather we maintained it, that is a separate arrangement.
Usually. What we need is a clear decision and someone who understands the operational reality. Where a model needs assumptions only you can supply, we will say so rather than fill the gap with a benchmark from a different business.
More on modelling decisions properly.
Case studies are anonymised and figures are banded. Nothing here identifies a client.