Business consulting
Translate financial information into decisions about working capital, operating priorities and the next reporting period.
Name the decision
Start with the question management must answer: funding an investment, improving collections, changing a process or preparing a transition. Set out the decision date and the information available. Analysis becomes more useful when it is designed around a specific choice.
Test the assumptions
Separate recorded facts from forecasts. Document the assumptions behind margins, collection periods, staffing and capital spending. Compare a base view with plausible alternatives and show which variables have the greatest effect on cash and capacity.
Keep responsibility visible
Turn the chosen direction into an operating plan with owners, review points and a short set of relevant measures. Revisit assumptions when conditions change. A recommendation should leave management with a practical way to act, not another disconnected presentation.