Financial Modelling Services for Business Decisions
Connect Forecasts, Working Capital & Assumptions Before Making Major Decisions
Service at a Glance
Personalized scope & lodgementWage earners, investment property owners, CGT, crypto & standard returns
100% online video meetings (Outlook Calendar) or in-person
Direct electronic ATO portal lodgement by Registered Tax Agent
Draft explained and authorized by you before electronic submission
- Pre-lodgement draft walkthrough & written client sign-off
- Extended ATO tax agent lodgement deadlines available
- Transparent upfront quoting & zero lodgement without approval
When does a business need a financial model?
A model can help when a decision has several moving parts and the effect cannot be seen from one spreadsheet total. You might be considering a second location, a major contract, a new service, a capital purchase or a change in funding. You might also want to understand whether a plan leaves enough cash to meet wages, suppliers and other commitments while the business grows.
For example, a large contract may add revenue and reported profit but require materials and labour months before the customer pays. The model can show the timing gap and make it easier to discuss how the work could be funded. The answer depends on realistic assumptions about delivery, margin and collection, not simply the contract value.
Decisions with Multiple Moving Parts
Opening a Second Location
Modelling setup capex, lease bonds, initial inventory, and ramp-up revenue curves.
Signing a Major Contract
Revealing working-capital requirements months before customer payment arrives.
Launching a New Service
Testing customer acquisition costs, direct delivery margins, and payback periods.
Capital Asset Purchases
Balancing cash reserves against commercial equipment loans and tax write-offs.
Changes in Funding or Debt
Structuring debt amortization schedules, interest cover ratios, and covenant metrics.
Managing Rapid Growth
Ensuring adequate cash reserves to meet payroll, tax, and supplier commitments.
What does financial modelling for business include?
The scope depends on the question. A model may include projected revenue, direct costs, overheads, capital spending, loan payments, tax-related cash outflows and working capital movements. Inputs should be traceable and changeable so you can see how an assumption affects the result.
Financial model development services usually begin with a review of historic accounts, a budget and operating information. We discuss what is known, what needs estimating and which outputs matter most. Some decisions require a concise cash forecast; others justify an integrated profit and loss, balance sheet and cash flow forecast. A more complex model should earn its complexity by answering a real question.
Projected Revenue
Dynamic pricing, volumes, customer churn, and pipeline conversions.
Direct Costs & Materials
Cost of sales linked directly to activity levels and supplier terms.
Overheads & Operating Costs
Fixed rent, staff salaries, software subscriptions, and administrative expenses.
Capital Spending (CapEx)
Equipment, technology, and vehicle purchases connecting to asset schedules.
Loan Payments & Financing
Principal amortization, interest calculations, and bank covenant tests.
Tax-Related Cash Outflows
Estimated PAYG instalments, GST payments, and corporate income tax.
Working Capital Movements
Debtor collection cycles, supplier creditor terms, and inventory holdings.
Connected Statements for Complete Visibility
A three statement financial model connects these reports so that, for example, capital expenditure affects assets and cash, while related borrowing and repayments flow through liabilities and cash. Consistent connections make the projections easier to review. They do not make uncertain inputs more reliable, so we explain important assumptions and limits alongside the outputs.
What goes into a useful forecast?
A sound model distinguishes an input from a result. You may provide expected sales volumes, pricing, staff numbers, debtor collection patterns and planned purchases; the model then calculates projected margins, cash balances and funding needs. Depending on the business, we may include:
Seasonal demand and changes in product or service mix
Incorporating monthly fluctuations in demand, cyclic holidays, and shifts between high and low margin lines.
Direct labour, materials and supplier terms
Tying cost of goods and staff wages directly to production, billable capacity, and negotiated supplier lead-times.
Fixed and variable operating costs
Separating unavoidable baseline overheads from scaling costs that expand as volume grows.
Customer payment timing, inventory and supplier payments
Modelling debtor ageing cycles (30, 60, 90+ days), stock holding lead times, and creditor cash outflows.
Capital purchases, loans and repayments
Factoring in initial deposits, monthly principal and interest obligations, balloon payments, and depreciation schedules.
A suitable period and reporting frequency for the decision
Selecting rolling 12-month, 3-year, or 5-year horizons with monthly or quarterly detail matched to the commercial question.
Government Business Guidance: Business.gov.au explains that a cash flow statement can help forecast finances and identify potential shortages or surpluses. We keep cash projections separate from accounting profit, because an apparently profitable plan can still have a period of cash pressure.
How Financially Up builds and uses the model
As your financial modelling consultant, we clarify the purpose and intended users, review available data and agree the assumptions that need testing. We build the agreed model, walk through its calculations and discuss what the output means for the decision. If information is incomplete, we identify that limitation and decide whether to refine the input before relying on the forecast.
The model may be used internally to weigh options or support a discussion with a lender or investor. External users may request a particular format, supporting evidence or independent work beyond the initial scope. We agree any additional requirements before describing a model as suitable for a third party; funding decisions remain with the lender or investor.
When you want to compare alternative outcomes, our financial scenario planning focuses on the choice between assumptions and responses. Our board reporting service can present key results to directors. If your immediate question is whether an expansion is operationally and financially sensible, business growth consulting considers the wider plan.
Five-Stage Model Construction Rhythm
Clarify Purpose & Intended Users
Identify whether the forecast is for internal management, a board meeting, or a debt finance submission.
Review Available Data & Historicals
Examine past financial statements, current management packs, and confirmed sales contracts.
Agree Assumptions That Need Testing
Define pricing, gross margins, payroll hires, working capital turns, and growth hurdles.
Build the Agreed Financial Model
Construct transparent, formula-driven spreadsheets with traceable inputs and separated outputs.
Walk Through Calculations & Stress-Test
Review the math, explain key sensitivities, and discuss what outputs imply for your decision.
What to bring to the first discussion
Bring recent financial statements or management accounts, a current budget, relevant loans and a short outline of the proposed decision. Sales pipeline information, contracts, pricing, staffing plans and customer payment terms can also help. We will identify which inputs are supported by records and which require judgement, then agree a sensible scope and time horizon.
recent financial statements or management accounts
Past 12–24 months of balance sheets and P&L statements to establish baselines.
current budget or target forecasts
Any existing fiscal goals, operational budgets, or departmental expectations.
relevant loans and debt agreements
Current interest rates, repayment schedules, balloon clauses, and covenants.
short outline of the proposed decision
A brief summary of what decision is being weighed (e.g. expansion, acquisition, hires).
sales pipeline information and signed contracts
Confirmed orders, CRM deals, pipeline probability weights, and client retention rates.
pricing, staffing plans and customer payment terms
Proposed rate cards, remuneration packages, superannuation, and debtor collection terms.
Service scope and professional boundaries
Our engagement covers the financial model, agreed assumptions, calculations and explanation of the outputs. Tax-related cash flows can be included using stated assumptions, but tax advice, assurance, audit work, finance applications and valuations are separate services unless expressly included. A model supports judgement; it does not guarantee funding, profitability or a commercial outcome.
Financially Up Pty Ltd has more than 10 years of experience and a team including CPA and IPA members. We offer online and in-person appointments across Australia. We aim to make the model understandable to the people using it, including where its assumptions should be reviewed as circumstances change.
Registered Tax Agent
TPB Agent #26242127
More than a decade of proven rigor building financial models for growing Australian businesses.
CPA & IPA Specialists
Qualified Senior Advisors
Models designed to make complex multi-statement dynamics intuitive for decision-makers.
Australia-Wide Support
Online & In-Person
Flexible video conferencing across all Australian states and territories, or in-person sessions.
Frequently Asked Questions
Common questions about business models, budget differences, three-statement builds, and model updates.
No. A budget sets planned income and spending, while a model can connect multiple assumptions and statements to explore the financial effect of a decision. A budget may provide a starting input.