Finder.Corporate Finance

Business plans for investment, expansion and strategic decisions.

Finder writes business plans that connect strategy, market and numbers: the business thesis, market and operating assumptions, financial projections, investment needs and sources of funding, in a document ready for shareholders, boards, lenders or investors.

A good plan is not a compliance document. It is the reasoning behind a decision, written so that whoever has to approve it can follow every assumption to the number.

Discuss your business plan See what you receive

When it makes sense

When a decision needs a plan behind it.

Expansion into a new market
How much to invest, how long until payback and how to fund it.
New product or business line
Size of the opportunity, commercial targets and effect on group results.
New shareholder or funding round
Thesis, expected growth, use of funds and returns for incoming investors.
Financing application
Project, investment schedule and debt service capacity for lenders.
Parent company or board approval
Capital allocation justified, with risks and alternatives made explicit.
Business model change
How the company moves from today's model, what the transition costs and what changes in cash.

What you receive

A complete plan, from executive summary to workings.

The structure adapts to the objective and the reader. These are the building blocks a plan usually contains.

Executive summary

The thesis in a few pages: opportunity, proposition, key numbers and the ask.

Business and model

Value proposition, revenue model, operations, team and governance.

Market and competition

Market size and growth, competitors and positioning, with sources cited.

Go-to-market and operations

Targets, channels, capacity, rollout schedule and milestones.

Financial projections

Revenue, costs, capex, working capital, P&L and cash flow, from an integrated model.

Sources and uses

How much the plan needs, what for, when and from where: equity, debt or incentive programs.

Scenarios and risks

Base, downside and upside cases, critical assumptions and mitigation.

Formats

Written plan, presentation deck and, where in scope, the editable financial model.

When the plan depends on market assumptions not yet gathered, market research is included in the same scope. Projections follow our financial modeling standards.

Written for the decision-maker

The same project, different emphasis for each reader.

Lenders, investors and boards read the same plan looking for different things. The plan is built for the right reader, without losing consistency between narrative and numbers.

That is why the first question is not about the market. It is about who has to approve, and what they need to see to say yes.

Lenders
Debt service capacity, collateral, investment schedule and use of funds.
Investors
Size of the opportunity, growth, returns, use of capital and exit path.
Boards and parent companies
Capital allocation, risks, alternatives considered and milestones.

How we work

From objective to final document.

Objective and reader
Which decision the plan supports, who approves it and by when.
Diagnosis and data
History, operations, market and information the company already has.
Assumptions and model
Assumptions agreed with management, projections in an integrated model.
Writing and deck
Written plan and presentation, telling the same story.
Review and use
Adjustments after the first conversations with decision-makers, where in scope.

In practice

One business plan, two conversations.

We describe the situation, never the company.

Finder.Corporate Finance

Context

Startup planning an expansion, part of a larger group.

Challenge

Engaging investors while obtaining the parent company's approval to expand.

What Finder did

We built the business plan, with projections, assumptions and a feasibility analysis of the expansion.

Outcome

A single document supported both conversations.

Frequently asked questions

What clients usually ask.

What is the difference between a business plan and a financial model?

The financial model is the calculation engine: inputs, projections, scenarios and metrics. The business plan is the full thesis, with strategy, market, operations and numbers, written for the people who have to decide. Finder's business plans are built on an integrated model.

What information does the company need to provide?

Recent financial statements, operating and commercial data, planned investments, management's plan and whatever market information the company already has. The rest is gathered and validated during the work.

Do you write business plans for lenders and banks?

Yes. For lenders, the plan supports the project, the investment schedule and the debt service analysis. Specific application forms are handled by our capital raising practice.

Do you work with advisory firms on their clients' plans?

Yes. Finder can support consultancies and advisors with the financial core of a plan, the model, projections and financial narrative, within a scope agreed with them.

Can you guarantee the plan will be approved?

No. The decision belongs to the reader: lender, investor, parent company or board. Finder's job is to build a consistent plan with defensible assumptions and to point out its weak spots before someone else does.