Finder.Corporate Finance

Financial models for investment and growth decisions.

Finder builds integrated financial models that project the income statement, balance sheet and cash flow from explicit assumptions, so that a decision can be tested before it is made: invest, expand, raise capital, refinance or sell.

Every model is built to be used after delivery: inputs separated from calculations, traceable logic and scenarios your own team can update.

Discuss your model See what you receive

When it makes sense

When the decision depends on what happens to cash.

Investment or expansion
The project's return and its effect on the company's cash, year by year.
Long-term planning
Whether growth targets fit the cash generation and the capital structure.
Debt and refinancing
How much debt, on what tenor and grace period, the cash flow can service.
Fundraising
How much to raise, when, and what happens to the key metrics afterwards.
Valuation and M&A
The projections behind the value and the modeling of the transaction.
Spreadsheets that do not talk
One company model in place of separate files from each department.

What you receive

An integrated, tested and documented model.

These are the components of a full model. Each engagement's scope defines which of them are included and at what level of detail.

Inputs dashboard

Every assumption in one place, separated from the calculations.

Operating and commercial drivers
Costs, overheads and headcount
Working capital, capex and taxes
Scenario selector

Integrated statements

Projected income statement, balance sheet and cash flow, linked to each other.

Balance sheet that balances in every period
Cash reconciled to earnings
Same logic from actuals to forecast

Working capital and capex

What growth consumes in cash before it generates profit.

Receivable, payable and inventory days
Capex schedule
Depreciation and amortization

Debt and capital structure

Each facility with its own schedule and its effect on the metrics.

Interest, amortization and grace by facility
Net debt to EBITDA
Debt service coverage

Scenarios and sensitivity

How results move when the critical assumptions move.

Base, downside and upside cases
Sensitivity tables
Break-even analysis

Outputs and metrics

The answers the decision needs, in an executive dashboard.

EBITDA, margins and cash generation
NPV, IRR and payback where relevant
Charts and summary for presentations

Delivered as an editable spreadsheet with documented assumptions and, where included in scope, a handover session for the team that will run the model.

How we build

A model your team can still use next year.

A good model is not the most complex one. It is the one management understands, a lender can audit and the finance team can update without calling the person who built it.

That is why Finder follows the same build rules in every model, from a business plan to a financing application.

Inputs: separated from calculations.
Formulas: no hard-coded numbers.
Checks: balance, cash and signs.
Scenarios: one switch drives the model.

How we work

From the question to a model in use.

Question
Which decision the model must answer, and over what horizon.
Data
Historical financial and operating data, organized and reconciled.
Structure and inputs
Model architecture and assumptions agreed with management.
Build and test
Calculations, automated checks, scenarios and consistency review.
Delivery and handover
Editable file, documentation and guidance on use.

Frequently asked questions

What clients usually ask.

What should a financial model include?

At a minimum: explicit inputs, an integrated income statement, balance sheet and cash flow, working capital, capex, a debt schedule, scenarios and consistency checks. The level of detail depends on the decision the model supports.

What is a three-statement model?

A model in which the projected income statement, balance sheet and cash flow statement are linked, so that every assumption flows through all three. It is the standard for investment, lending and valuation work because it shows both profit and cash.

How is a financial model different from a budget?

A budget plans the next year and is tracked month by month, with targets by department. A financial model projects several years and tests decisions: invest, raise capital, expand. The two connect, and budget tracking is part of our FP&A advisory.

Can you work on an existing model?

Yes. Many engagements start with a review of a model the company, an investor or another advisor already built: checking its logic, fixing errors, adding scenarios or restructuring it so it can be maintained.

Can our team update the model ourselves?

That is the goal. Inputs are separated from calculations and checks are built in precisely so that the finance team can run the model. Where included in scope, delivery includes a handover session.