What is this?

Modelling the financial impact of different ways to achieve the business vision.  If financial pressures are a key driver, then this also involves articulating the 'finance case for change'.

The modelling must be extremely flexible because we have to consider the widest range of possible options and scenarios at this stage.

The level of detail can vary, from a simple annual revenue model, right through to a fully integrated 3-way model (P&L, Balance Sheet and Cashflow).

The result?

The strategic objectives set by the organisation are financially feasible or are likely to deliver the required returns.

Recent track record:

• I have informed key strategic decisions for many high-profile transformation programmes in the public and private sectors, including Energy, Health and Postal Services.

• I built a user-friendly yet sophisticated strategic forecast model of a fintech  business to quantify the number and type of network participants, the volume of trade finance transactions and how the ‘network effect’ could drive growth. This was integrated into a 3-statement financial model driven by the revenue and cost projections, to determine cash requirements, model debt & equity funding rounds, and calculate a range of valuations for the business.

• I developed a way to greatly simplify customer demand modelling for a fibre infrastructure  business. This meant we could easily run more strategic scenarios in a much more agile way than before.