Financial model
A traceable model with explicit assumptions, scenarios, and operating drivers.
Investor Readiness
Build the evidence behind the raise.
Build financial clarity, disciplined assumptions, and coherent materials before you raise.
Discuss Investor ReadinessFundraising materials are only as credible as the operating evidence behind them. Investor readiness connects the model, reporting, metric definitions, use of funds, and data room so the same story holds up across every conversation.
Signals
This work is relevant when...
- 01The financial model is difficult to reconcile with management reporting.
- 02Growth assumptions are clear in the deck but not in the operating plan.
- 03Metric definitions change between reports or presenters.
- 04Use-of-funds logic is broad rather than tied to milestones and capacity.
- 05Investor questions expose gaps between the narrative and the numbers.
The review
What we look at together.
Management reporting
A reporting rhythm that connects actual performance to the forward plan.
Metric definitions
One source of truth for growth, retention, customer, margin, and cash measures.
Use-of-funds logic
A clear connection between capital, capability, milestones, and measurable progress.
Investor materials
A consistent narrative across the deck, model, reporting, and supporting schedules.
Question preparation
A structured response map for assumptions, performance, risks, and execution capacity.
Working method
Focused work with a clear line from question to action.
- 01Frame
Define the raise objective, intended milestones, and evidence needed.
- 02Reconcile
Connect the model, reports, metrics, and narrative to one operating truth.
- 03Test
Challenge assumptions, scenarios, and the logic behind the use of funds.
- 04Prepare
Strengthen the materials, data-room structure, and question responses.
Start here
Investor assumption register
List each material assumption, its operating driver, evidence source, owner, sensitivity, and review cadence. This keeps the model connected to the way the business actually operates.
Open the framework- 01
What operating behaviour drives this assumption?
- 02
Which evidence supports the range?
- 03
What changes if the assumption is wrong?
Let’s discuss what readiness means for your business.
A 30-minute coffee chat is enough to clarify the immediate question and decide whether a private next step would be useful.