Our approach
Our approach
We build a capital plan as an operating framework that links funding, milestones, and execution. The goal – make capital a strategic tool, not a constraint.
1
Define milestones and funding needs
Break down business goals into measurable milestones (product, revenue, team, market entry) and quantify the capital required for each.
1
Define milestones and funding needs
Break down business goals into measurable milestones (product, revenue, team, market entry) and quantify the capital required for each.
1
Define milestones and funding needs
Break down business goals into measurable milestones (product, revenue, team, market entry) and quantify the capital required for each.
2
Map funding to timelines
Integrate the raise schedule into the operating plan, ensuring the timing aligns with market conditions and valuation targets.
2
Map funding to timelines
Integrate the raise schedule into the operating plan, ensuring the timing aligns with market conditions and valuation targets.
2
Map funding to timelines
Integrate the raise schedule into the operating plan, ensuring the timing aligns with market conditions and valuation targets.
3
Build scenarios and sensitivities
Model base, upside, and downside cases, showing how capital use and runway change under different performance and market conditions.
3
Build scenarios and sensitivities
Model base, upside, and downside cases, showing how capital use and runway change under different performance and market conditions.
3
Build scenarios and sensitivities
Model base, upside, and downside cases, showing how capital use and runway change under different performance and market conditions.
4
Set contingency buffers
Allocate reserves for delays, cost overruns, or strategic pivots, so decisions are made from a position of control – not urgency.
4
Set contingency buffers
Allocate reserves for delays, cost overruns, or strategic pivots, so decisions are made from a position of control – not urgency.
4
Set contingency buffers
Allocate reserves for delays, cost overruns, or strategic pivots, so decisions are made from a position of control – not urgency.
300+
decks and
models delivered$100M+
In margin uplift
through FP&A50+
Companies
supported$200M+
Capital
raised
300+
decks and
models delivered$100M+
In margin uplift
through FP&A50+
Companies
supported$200M+
Capital
raised