OPERATING FINANCE DIAGNOSTIC / 01
Two to four weeks to identify the finance issue that matters most
Start with revenue, profit, cash, and management action. Identify the gaps affecting operating decisions and turn them into a 90-day action plan.
THE FOUR QUESTIONS
Why cash remains under pressure
Which numbers support management decisions
What should happen in the next 90 days
WHAT YOU TAKE AWAY
A working file the company can continue to use
Each output answers a management question and records the evidence, definition, owner, and next action.
OPERATING REVIEW / SIMULATED90 DAYS
OPERATING DRIVERS
PRIORITIES
01Align customer profit definitions
02Confirm cash pressure timing
03Set the monthly review cadence
Figures in the interface illustrate the working format and do not represent company data.
ENGAGEMENT RHYTHM
How the work unfolds over two to four weeks
Issue and evidence review
Confirm the business structure, available information, and management's hardest question
Management and team interviews
Check the facts with the CEO, finance lead, and relevant business owners
Analysis and modelling
Bring revenue, profit, cash, metrics, and risk into one analytical view
Management discussion
Challenge assumptions and agree priorities and practical constraints
90-day plan
Assign owners, timing, dependencies, and review points
WHO DOES WHAT
What the company needs to contribute
The company does not need perfect data before work begins. We start with what exists and decide what is worth fixing.
CEO
Joins two or three focused discussions and confirms direction and priorities
Finance lead
Provides existing information, validates definitions, and takes ownership of maintainable routines
Business owners
Join only the interviews relevant to their facts, workflows, and actions
Ryan
Leads the analysis, modelling, judgment, and management readout directly
EVIDENCE REQUIRED
Begin with existing evidence, never sensitive uploads on the public site
A focused request list follows scope agreement. The online brief captures context only.
01Current financial statements and ledger detail02Customer, product, or project records03Collection, payment, and major contract information04Budget, business plan, and ownership05The decision management finds hardest
PROJECT BOUNDARY
Engagement boundaries
01Work from verifiable business and financial information
02No guarantee of financing, listing, or valuation outcomes
03No replacement of statutory audit, legal opinions, or underwriting
04Cross-border, tax, and regulatory work coordinated with qualified professionals
AFTER THE DIAGNOSTIC
The company decides what happens next
Internal execution
The team runs the 90-day plan internally
Focused implementation
Continue with a model, dashboard, cash, or diligence module
Ongoing advisory
Continue through recurring management and capital questions
START WITH CONTEXT
Begin with the decision that is hardest to make today
The first conversation only needs the context and the question. No formal material or ongoing commitment is required.
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