Understand developments
What is changing in earnings, payments and capacity – and why.
Ongoing finance support · Strategic Finance Partner
Understand your financial performance. Move your business forward with purpose.
I support you as your personal finance partner in the financial decisions your business faces. We connect current figures with orders, people and your plans. You can see which opportunities are emerging and what your next step needs to succeed.
The initial conversation is free and without obligation. No financial documents are needed beforehand.
Calculate your options
How orders, hiring or investments fit your plans.
Agree the next steps
The decision ahead, the evidence still needed and who will provide it.
01
When you are regularly planning your next move.
Connect orders and payments
You know your business well. For new orders, you also want to see when cash will arrive, which payments are due and what those funds can support.
Align growth and capacity
Staffing, utilisation and investment develop together. You want to examine which next step makes sense under current assumptions.
Build a shared view of the figures
You want to understand which services earn their keep, what is changing and which questions deserve a closer look with your team.
This support is particularly suited to owner-led SMEs and trade businesses without their own finance department. A defined project may be enough for a single, specific question.
02
Turn current figures into next steps.
One possible rhythm is a monthly review. We agree on the information needed and the decisions that matter now.
Bring the data together
Depending on the question, we use management accounts, unpaid invoices, bank balances, orders, staffing and investment plans. We agree who supplies and updates the data.
Explain the changes
We compare the plan with actual developments. A delayed payment needs a different response from a lost order or a change in margin.
Update the forecast
New information feeds into the forecast. Unconfirmed assumptions remain visible. You can see the financial consequences for the coming weeks and months.
Prepare the decision
We compare relevant options and record the prerequisites, next tasks and responsibilities. At the next review, we check what has been confirmed.
When payments are approaching, an up-to-date cash view may be needed before the monthly accounts are available. We agree a suitable update schedule together.
03
A new order creates an opportunity. How does it fit the weeks ahead?
Fictional example · trade business with 20 employeesAll figures and assumptions are invented. This illustrates how I work, not a client result.
A customer will pay €40,000 later than expected. At the same time, a new order would require €30,000 in materials to be paid within the next six weeks. Payment for that new order was originally due afterwards.
At the regular review, we first clarify the reason for the delay. We then examine whether a €25,000 deposit arriving in time can be agreed for the new order. This gives us two payment options to compare.
The €60,000 reserve is an illustrative assumption. It leaves room for additional or earlier payments. For your business, we determine an appropriate reserve from actual payment obligations and uncertainties. Option B only becomes dependable once the deposit and its timing are confirmed.
See the full calculation
| Cash movement | Previously expected | Now expected |
|---|---|---|
| Opening business bank balances | €140,000 | €140,000 |
| + Receipts from existing orders | €220,000 | €180,000 |
| − Payments already planned | €250,000 | €250,000 |
| = Cash at the end of six weeks | €110,000 | €70,000 |
On smaller screens, scroll the table sideways.
The €40,000 is now expected after this period. It is missing from the six-week cash flow; no permanent bad debt is assumed. The €250,000 includes operating payments such as payroll, materials and taxes. It excludes the materials for the new order.
All amounts are assumed actual cash movements, including applicable VAT. A deposit brings part of the payment forward and reduces the later balance due. It does not increase the profit on the order.
The calculation shows cash at the end of six weeks. It does not calculate the lowest balance within that period. Before a decision, we need actual due dates, any temporary shortfalls and a review of margin and capacity.
My contribution as Strategic Finance Partner
I connect the new information with the order and payment plan, calculate the options and make their prerequisites visible. You clarify payment terms with the customer. Next, we check that the deposit has actually arrived before you authorise the material order.
Profitability matters too. If recurring orders require more materials or working hours, we examine the cost calculation and contribution to earnings. This can reveal opportunities in pricing, the service offered or working processes.
04Fictional example · investments Fictional example · scale-up
The same approach. Different decisions.
Solar installation first. Vehicle fleet next?
After a solar investment, the business is considering an electric vehicle fleet. In the operating month reviewed, the preliminary estimate of avoided grid electricity costs is €1,700 rather than the expected €2,200.
€500 difference this month → examine the assumptions
We check the period, generation, self-consumption and electricity price on a comparable basis. One month is not extrapolated to a year. A specialist examines technical causes where needed.
I update the agreed financial plan. We then compare how the next investment affects payments and funding across the business. A new detailed investment appraisal requires a separate scope.
Explore an investment model in detailAlign customer starts and hiring
Five paying customer starts were planned. Three have started, while two are still awaiting onboarding. Two new employees are due to join next month.
3 of 5 starts completed → check timing and revenue
We distinguish delayed, contracted starts from sales opportunities still open. Together, we examine start dates, payments and the capacity needed. We then calculate relevant hiring options.
Whether hiring can be phased also depends on product development and customer support. These operating requirements belong in the decision.
Explore a growth model in detail05
A practical basis for your next steps.
Current assessment
The data date, significant changes and open assumptions are clear.
Updated forecast
The agreed forecast connects current developments with upcoming payments and decisions.
Specific next steps
Options examined, prerequisites, tasks and responsibilities are recorded.
What your decision note could look like
Fictional illustration of the trade business example · not an actual client document
- New information
- €40,000 will arrive later. Expected cash at the end of six weeks falls from €110,000 to €70,000 before the new order.
- Option examined
- A €25,000 deposit would bring closing cash including the new order to €65,000. That payment is not confirmed yet.
- Still to clarify
- Confirmation and timing of the deposit, actual due dates, order margin and available capacity.
- Managing director
- Confirm payment terms with the customer and establish operational feasibility.
- Roman Braun
- Update the plan within the agreed scope and explain the financial consequences clearly.
- Next check
- Verify actual receipt before authorising the material order.
We adapt the format to your working day: for example, a short decision note and an editable system or file. We agree which analyses and updates you receive before starting.
06
Clear responsibilities. Suited to your organisation.
You update – we interpret together
You or your team maintain the agreed data and model. I review developments, discuss significant changes and prepare the priority decisions with you.
You supply data – I make the agreed updates
You provide the agreed source data. Within the defined scope, I update the model and prepare the analysis and review.
Between reviews, I remain available within the agreed scope. We specify contact channels, response times and capacity. For an additional detailed analysis, we first agree on the work and fee.
The source data comes from your business. We agree who checks its completeness and accuracy. Management makes decisions and remains responsible for payments, hiring and implementation.
What we specify in the engagement
- Reviews: Frequency, duration and participants.
- Data: Sources, quality and responsibility for updates.
- Analysis: Metrics, forecast and agreed outputs.
- Decisions: Questions and topics within the recurring scope.
- Availability: Contact channels, response times and capacity.
- Additional work: Scope, approval and fee before starting.
- Contract: Start date, duration and termination.
- Fee: Monthly retainer and the services it includes.
This support complements your tax adviser. Bookkeeping, annual accounts, tax, legal and technical advice remain with the relevant specialists. Integrations, extensive data cleaning, new models, detailed investment appraisals, company valuations and succession support require a separate agreement.
07
We start with your situation.
Have a free conversation
We discuss your questions, available data and the support you want. The introductory call is without obligation.
Review the foundation
An existing suitable model may be enough. If a new foundation is needed, we first agree on an appropriate project.
Agree ongoing support
Responsibilities, review frequency, availability and the monthly fee are agreed before starting.
Review the scope
We regularly check whether the agreed support still fits your questions and your business.
A monthly retainer for the agreed scope
The fee reflects the responsibilities, update needs, reviews and agreed availability. Before starting, you receive a proposal setting out the included services. Larger additional projects are agreed separately.
08
You work directly with me.
Roman Braun
I have worked in finance and controlling for more than ten years, including around seven and a half years in leadership roles. I now put the skills gained in an international corporate group to work for SMEs and start-ups.
I am interested in how your business model works and which opportunities it can create. I connect your experience with the figures and discuss what supports a decision financially.
More about me and how I workFrequently asked questions
What we clarify before starting.
What does Strategic Finance Partner mean?
I personally support ongoing financial planning, interpretation of your figures and preparation of business decisions. We tailor responsibilities and scope to your business.
Do I need to commission a Finance Decision System first?
No. We first review your existing data and models. A suitable existing plan can provide the foundation. If a new model is needed, we agree on an appropriate project.
Who updates the figures and financial model?
We agree this before starting. You or your team can maintain the model; alternatively, I undertake the agreed updates. Your business provides the necessary source data.
How often do we meet?
A monthly review is one possible rhythm. Frequency depends on your needs and is specified in the engagement. We agree any changes together.
Can I ask questions between reviews?
Yes, within the agreed scope. We specify contact channels, response times and capacity before starting. If a question needs an additional detailed analysis, we agree the work and fee first.
What does ongoing support cost?
You receive an individual proposal for a monthly retainer. Responsibilities, reviews, update needs and availability determine the scope. The fee and included services are agreed before starting.
How do you work with my tax adviser?
With your consent, we coordinate the accounting and tax data needed. I use this for financial planning and decision preparation. Tax advice and annual accounts remain with your tax adviser.
Does this include new investment appraisals or company valuations?
Interpreting and updating existing plans can be part of the agreed scope. A new detailed investment appraisal, company valuation or substantial model build is agreed as a separate project.
Is this support useful during business succession?
Yes, it can support financial management during the transition. Comprehensive succession support is a separate engagement. Its retainer and any completion commission are agreed separately.
How long does the engagement last?
We agree the duration and termination terms individually. Both are set out in the proposal or engagement before the work begins.
Free introductory call
Which next steps would you like support with?
In the free, no-obligation introductory call, we discuss your situation and establish what support would be useful. No financial documents are needed beforehand. We exchange confidential information later through a secure route agreed together.
Book a free introductory call →Opens external appointment booking with Calendly.