Cash-flow forecasting
We model expected cash receipts, payments, funding needs and timing so that management can plan ahead.
- Short-term cash forecasts
- Scenario analysis
- Payment planning
- Working-capital review
Business advisory
Financial information for better business decisions.
Forecasting, management reporting and practical financial analysis that helps owners and managers understand options before committing resources.
Cash flow
Forecasts and short-term planning
Performance
Management accounts and KPI reporting
Funding
Financial information for applications
Improvement
Margins, pricing and control reviews
What we do
Advice grounded in the actual numbers.
Business advisory work is most useful when it starts with reliable accounting information and a clearly defined decision.
Budgets and financial forecasts
Budgets translate operating plans into expected financial outcomes and provide a basis for monitoring performance.
- Revenue assumptions
- Expense planning
- Capital expenditure
- Forecast financial statements
Management reporting and KPIs
Decision-ready reports focus management attention on the measures that drive cash, profit and operational performance.
- Monthly scorecards
- Actual-to-budget analysis
- Margin and cost reporting
- Operational KPIs
Funding and finance packs
We organise financial statements, forecasts and supporting information for lenders, investors or grant funders.
- Historical financial information
- Forecasts and assumptions
- Debt-service information
- Supporting schedules
Pricing and margin reviews
Products, customers or services are reviewed to understand contribution, overhead recovery and pricing pressure.
- Gross-margin analysis
- Cost-to-serve review
- Break-even analysis
- Pricing scenarios
Process and financial-control improvement
We identify practical improvements to reporting, approvals, reconciliations and financial accountability.
- Month-end close process
- Approval controls
- Reporting responsibilities
- Exception tracking
Why it matters
A forecast is a decision tool, not a promise.
Financial models are most useful when assumptions are visible and management can test different outcomes.
We focus on clear inputs, traceable calculations and practical actions rather than producing a complicated model that cannot be maintained.
✓Historical figures are reliable
✓Assumptions are clearly documented
✓Cash timing is separately considered
✓Scenarios show key risks
✓Actual results are compared to plan
✓Actions and owners are identified
01
Define the decision
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02
Review historical information
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03
Agree assumptions
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04
Build the analysis
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05
Review implications
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Monitor outcomes
Our process
From initial review to completed reporting.
The exact scope is agreed after reviewing the entity, records, reporting period and outstanding requirements.
Define the decision
We confirm the question management needs to answer and the timeframe involved.
Review historical information
Financial statements, management accounts and operational data are assessed.
Agree assumptions
Revenue, cost, funding and timing assumptions are documented.
Build the analysis
Forecasts, scenarios or performance reports are prepared.
Review implications
Key sensitivities, risks and practical options are discussed with management.
Monitor outcomes
Actual results can be compared with the plan and assumptions updated.
Information required
Documents normally requested.
The final request list depends on the assignment and the condition of the current records.
•Recent management accounts
•Annual financial statements
•Trial balance and general ledger
•Bank statements
•Sales and customer information
•Supplier and cost information
•Current budgets
•Loan and funding agreements
•Payroll and staffing costs
•Capital-expenditure plans
•Operational performance measures
•Details of the decision or funding request
Common issues
Common planning and advisory problems.
Identifying these matters early helps define the records, corrections and follow-up work required.
The forecast starts with unreliable accounts
Historical balances and monthly results have not been reconciled.
Assumptions are hidden
Users cannot see what drives the forecast or test a different outcome.
Profit is confused with cash
The plan does not consider collection periods, payment timing, debt and capital expenditure.
Only one scenario is prepared
Management cannot see the effect of lower sales, delayed funding or higher costs.
Reports contain too much detail
Key drivers and actions are lost in large spreadsheets.
The plan is not monitored
Actual performance is never compared with the forecast or budget.
Useful resources
Useful MA Solutions tools.
These website tools can support early-stage planning before a more detailed advisory assignment.
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Business calculators
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Service options
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Accounting and reporting
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Have a financial decision to work through?
Send the decision, timeframe, latest financial information and any lender or investor requirements so that we can define the analysis needed.