Business plan and financial model
A business plan and financial model built to decide, not merely to present
We connect the commercial, operational and financial logic so the numbers explain what must happen, when and with which resources.
When it fits
This engagement is appropriate when:
- 01
New company or expansion project.
- 02
Funding request or investor process.
- 03
New product line, location or market.
- 04
Existing plan that fails to connect strategy and numbers.
Decision supported
The decision this work will help you make
You will be able to challenge economic viability, explain the assumptions and defend resource requirements to third parties.
Typical situation
A plan shows growth and profitability, but commercial assumptions, working capital and execution capacity have not been challenged
The model should show what happens when volume, margin, payment terms or available funding change.
- Signal
- Hypothesis
- Challenge
- Conclusion
- Decision
What you receive
A defined, verifiable scope designed for use
Editable financial model
Base, prudent and stress scenarios
Funding requirements, milestones and sensitivities
How we work
You know the process before it starts
- 01
Assumptions and sources
- 02
Commercial and operating model
- 03
Financial modelling
- 04
Challenge, review and editable delivery
Before engagement
Clear limitations also create confidence
Can it be prepared for a bank?
The evidence and language can be adapted to the audience, without promising funding approval.
Is the financial model editable?
Yes. Assumptions are identified and the structure is designed for scenario updates.
Can you work on an existing plan?
Yes, after assessing its quality, consistency and realistic reuse value.
What is the difference between a business plan and a financial model?
The business plan explains the market, proposition, execution, resources and risks; the model translates its assumptions into revenue, costs, cash, funding and scenarios. They must remain consistent: narrative without figures cannot test viability, while figures without operating logic create false precision.
Which assumptions should be identified?
Price, volume, conversion, collection and payment timing, margin, staffing, investment, working capital, debt, tax and execution timetable. Each material assumption should have a source, owner, range and sensitivity.
What information is needed to begin?
Historical data where available, pipeline and sales forecasts, cost structure, investments, funding, relevant contracts and operating constraints. For new ventures, comparables and assumptions are documented without presenting estimates as facts.
How is plan viability tested?
Through base, downside and stress scenarios, break-even, peak cash requirement, funding needs and debt-service capacity. The viability, margin and liquidity assessment goes deeper where business continuity is the central decision.
What does the client receive?
An executive document and traceable model covering assumptions, scenarios, metrics, risks, funding needs and conditions for proceeding. It does not guarantee investment, credit approval or forecast performance.
Structure before execution
MGS Decision Framework™ —a sub-method of the MGS Strategic Intelligence Framework™—
MGS-BPV-003 · Business Plan Validation is the firm’s methodology module closest to this decision. It structures evidence, assumptions, limits and conditions for proceeding before execution.
Next step
Review this decision
Describe the decision, timing and available information. We will confirm fit and propose a closed scope before engagement.
Request an initial review