Integrated financial model
Connected profit and loss, balance sheet and cash flow statements, with a clear assumptions structure.
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Practical financial advisory
Financial modeling for investment and financing decisions
Build a model that connects operating assumptions to profit, cash flow and funding needs, so you can compare decisions before committing capital.
Scope and fees are agreed before work begins.
Your financial adviser
Kamen Dimitrov, CFA
CFA charterholder · MBA, Carlson School of Management
What you receive
You need to evaluate an investment, prepare for financing, test growth assumptions or replace an unreliable spreadsheet.
Decision scenarios
Base and alternative scenarios, sensitivity analysis and the financial drivers most relevant to your decision.
Model handover
A walkthrough of model logic, assumptions and checks, with a concise interpretation of the results.
How the work is structured
We agree the question first, then the information, analysis and working deliverables.
01. Define the decision
Clarify the objective, current position, information available and the required working outputs.
02. Analyse and test
Review the data, document the assumptions and compare the material scenarios.
03. Review and agree actions
Discuss the findings, deliver the agreed materials and identify the next decisions.
Preparation and scope
What we need to start
Historical financial statements, operating drivers, investment and funding assumptions, and the decision the model must support.
Engagement scope
A new model, revision of an existing model or a defined decision analysis. Format, forecast horizon and required outputs are agreed in advance.
Questions before you start
How does modeling differ from forecasting?
The model connects assumptions and financial statements. A forecast is a projected outcome produced using those assumptions; the same model can support several forecasts.
Can you work with an existing spreadsheet?
Yes. A review can identify the changes needed before deciding whether to repair the existing model or build a new one.
Start with the decision you need to make.
Outline the business situation and the question you need to resolve. We can then define the relevant scope and information.
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