Financial model
A dynamic, auditable model: projected income statement, cash flow plan, funding plan, working capital requirement and sensitivity scenarios. Every assumption is isolated and editable, so you can answer a "what if" on the spot.
Division 01 · IBWAH Advisory
Prepare your funding.
We build the files that make the difference in front of a bank, an investor or a competition jury: financial model, business plan, pitch deck.
+30
funding files prepared
+6
industries covered
Your assumptions, not a template
Each one is sourced, discussed and owned in front of the funder.
Our approach
We do not write the document for you.
A business plan written without you does not survive an analyst's first question. Our work is to build the file with you: we start from your real figures where the business is trading, and from verifiable sources where the venture is still to launch. We then challenge your assumptions the way the person across the table will, and prepare you to defend the project out loud.
The result is not a deliverable you discover at the end. It is a file you know line by line, because you built every assumption in it.
- Verifiable inputs
Sales and cost history for a trading business; supplier quotes, price lists and market data for a venture still to launch.
- A critical read
We test your growth, margin and timing assumptions before anyone else does.
- Presentation rehearsal
Mock interview, hard questions, speaking time: the file alone is never enough.
Our deliverables
Three pieces, one coherent file
Each can be produced on its own, but they answer one another: the model quantifies, the plan explains, the pitch convinces.
Business plan
The document that ties your market, your economics and your numbers together. Structured for your audience (a bank file does not read like an investor memo) and stripped of anything that does not serve the decision.
Pitch deck
A short, hierarchical, visually careful presentation, calibrated to the time you will actually be given. It comes with a talking-points note and preparation for the questions that format usually brings.
Depending on your audience
The same project, three different readings
A banker, an investor and a jury are not looking for the same information. We adapt the structure, the level of detail and the metrics we bring forward.
Bank and lenders
Repayment capacity comes first: monthly cash flow, guarantees, track record, sensitivity to a downturn. The file has to reassure before it seduces.
Investors
Potential and team come first: market size, growth model, unit economics, valuation trajectory and exit scenarios.
Juries and donors
Clarity and impact come first: the problem addressed, evidence of traction, precise use of the funds requested and an implementation schedule.
How the engagement runs
Four steps, through to presentation day
01
Framing and collection
We identify your audience, the amount sought and the deadline. We then gather what is available: sales and cost history if the business is already trading, supplier quotes, price lists and market data if it is a new venture. If something decisive is missing, we say so before starting.
02
Modelling
We build the financial model from those inputs. Every assumption sits in a dedicated sheet so the model stays readable, editable and defensible, including several months after the engagement.
03
Challenging the assumptions
A dedicated working session where we take the analyst's seat. Growth too fast, optimistic margins, underestimated payment terms, missing acquisition cost: whatever will be attacked is fixed before the file goes out.
04
Writing and rehearsal
Business plan and pitch deck finalised, then a mock interview with the hard questions. You leave with the file, the model and the argument, and the ability to defend them alone.
Frequently asked
What people ask us most
It depends on how mature your data is. When the accounts are up to date and the business is already running, a complete file usually takes a few weeks. The exact schedule is set during framing, and we hold to it.
From justifying the assumptions rather than reconstructing the past. Supplier quotes, price lists, labour costs, market data, feedback from comparable operators: every line of the model has to trace back to a source. A funder does not expect a track record that cannot exist; they expect defensible assumptions and an internally consistent case.
It is not a blocker, but it changes the first step. We begin by rebuilding a reliable base from what exists: bank statements, invoices, sales ledgers. A file built on approximate numbers will not survive the first review, so it is better to know that from the start.
No, and no one honestly can: the decision belongs to the funder and rests on criteria beyond both of us. What we do guarantee is a solid, coherent, defensible file, and a founder prepared for the questions that will come.
That is the point. The model is delivered unlocked and unprotected, with its assumptions isolated and documented. You can update it every quarter to steer the business, without depending on us.
Both. An operating company has a track record that makes the file considerably more convincing; a new venture requires more work justifying the assumptions. The method is the same, the effort is distributed differently.
IBWAH Advisory
A funding deadline coming up?
Send us the context: amount sought, audience, date. We will come back with a frank view on feasibility and on the work involved.