The business question
What funding would the growth plan need across different scenarios?
Growth plans, cost assumptions and funding requirements were maintained separately, making it difficult to assess how they changed together.
Questions about downside risk or capital needs required new calculations and could produce inconsistent answers.
- My contribution
- Financial forecasting, scenario analysis and investment narrative
My approach
From the source data
to a commercial answer.
Establish the financial base
I reconstructed historical performance into a consistent starting point for projections.
Connect the assumptions
I linked revenue, margin, operating cost and cash so a change in an input flowed through the model.
Test the investment case
I built downside, base and expansion scenarios and tested the assumptions with the greatest effect on funding needs and valuation.
Data used in the analysis
- Historical revenue and growth
- Gross margin performance
- Operating expenses
- EBITDA and profit after tax
- Cash requirements
- Channel and expansion assumptions
The recommendation
Evaluate growth, cash and funding together
Present the base case alongside the downside and expansion cases. Show the assumptions that drive funding requirements and valuation, and make their sensitivity easy to review.
What I delivered
- Long term forecast model
- Three case scenario model
- Revenue and profitability projections
- Funding requirement analysis
- Investor facing narrative
The outcome
What changed
for the business.
A clearer investment proposition, supported by connected financial projections, visible assumptions and scenario analysis.
Three scenarios were delivered with visible assumptions. Client financials and funding figures remain confidential.
Explore an illustrative exampleA simplified view of the approach, using example figures.
This example explains the method. The figures are illustrative and should be read separately from the project outcome.
Long Range Forecast
Illustrative figuresThe downside case makes funding needs and performance risk visible alongside the base projection.
Let’s work on it
What decision
is on your desk?
Tell me what you’re trying to decide, what feels unclear and when you need an answer. We’ll start with a short conversation.
Direct collaboration · Scoped engagements · Fixed fees