Financial modeling services

Most financial models fail for the same reason: they were built to produce one number for one meeting, then kept alive for three years by people patching around the parts they did not write. By the time the model matters — a raise, a lender, a board that has started asking harder questions — nobody in the company can defend it end to end.

A model built properly is a different object. It has a small set of inputs you can point at, a calculation layer nobody types into, and outputs that reconcile. It answers "what happens if we hire six months later" in thirty seconds rather than in a week of spreadsheet archaeology.

What a three-statement financial model actually contains

The revenue build comes first, and it is driver-based rather than growth-rate-based. For a SaaS business that means new logos, pricing, expansion and churn by cohort. For a services business, billable capacity and utilisation. For hardware, units, channel mix and landed price. A growth percentage is a conclusion, not an assumption, and investors know the difference.

Cost of goods sold is built at the same granularity as revenue, so gross margin moves for reasons you can name. Opex is modelled by department off a headcount plan with role, start month, fully loaded cost and the non-salary costs each hire drags along. That plan is usually the first thing a board wants to stress, so it is built to be stressed.

The balance sheet and cash flow statement follow mechanically from there: receivable and payable days, inventory where it applies, deferred revenue, capex and depreciation schedules, debt with its own amortisation, and equity rounds with their timing. Cash is the output of the model, never an input somebody typed in.

Model standards, enforced rather than described

Every engagement follows the same conventions, and they are visible on the face of the workbook: blue inputs, black formulas, green cross-sheet links. No constant is ever buried inside a formula, because a hardcode inside a calculation is a landmine for whoever updates the model after you.

A dedicated checks tab runs continuously: balance sheet tie-out to zero, cash continuity between periods, sign conventions, sums against source rows, and no circular references. If any check fails, it fails loudly at the top of the sheet rather than quietly three tabs deep. A version log records what changed, when, and why — the thing that turns a model into an auditable document instead of a file with seven dated copies in a folder.

Scenarios that mean something

Base, upside and downside are driven from one scenario switch, not from three copies of the workbook that have silently diverged. The downside case is built to be real: slower sales cycles, higher churn, a delayed round. A downside case that still shows profitability is a marketing document, and diligence teams treat it as one.

How the build runs

After the scoping call you receive a fixed-scope proposal within 48 hours setting out the tabs, the drivers, the scenarios and the fee. The build then runs over two to four weeks with a working session each week — you see the model taking shape rather than receiving it finished and unfamiliar.

Handover is a recorded walkthrough of every tab, every driver and every check, plus thirty days of questions answered at no extra cost. The measure of success is simple: a month later, your team updates the model without calling me.

What it costs and how long it takes

Builds start at $3,500 and typically run two to four weeks. Price moves with the number of revenue lines, entities, currencies and the state of the historical data — not with hours logged. If an existing model can be repaired rather than replaced, a model audit is the cheaper and faster route, and you will be told so on the call.