Deal Modeling and Financial Forecasting

Every great deal starts with a model — but not all models are built to lead.

We provide deal modeling and financial forecasting services that give investors, executives, and boards the clarity they need to make confident, informed decisions before, during, and after a transaction.

Our work includes:

• Custom-built financial models tailored to deal structure
• Revenue, cost, and cash flow forecasting
• Scenario and sensitivity analysis
• Buy-side and sell-side financial projections
• Integration of operational KPIs into financial forecasts

We go beyond spreadsheets — delivering strategic insight, clear assumptions, and practical outputs that stand up to investor scrutiny.

When the numbers need to tell the right story — and hold up under pressure — we build the model to make it happen.

Case Study

Industry / Context: Healthcare services organization recently acquired by private-equity investors

Challenge
A healthcare services organization had strong revenue and solid operational reporting, but it lacked the ability to forecast its financial performance with any accuracy. The team did not have a model for projecting cash flow, largely due to the complexity of billing and collections across private insurance, Medicare, and Medicaid.

The company had just gone through an acquisition and was expected to operate with far more financial discipline. Leadership needed dynamic models, real cash forecasting, and visibility into future liquidity — none of which existed.

What We Did
We stepped in as interim CFO to build the modeling and forecasting infrastructure required for a post-acquisition environment. Our work included:

• Designed a dynamic operating model that connected revenue, cost structure, staffing, and reimbursement timing
• Built a cash-flow forecasting tool that reflected real insurance, Medicare, and Medicaid collection patterns
• Reconstructed the balance sheet to clearly separate billed revenue from true accounts receivable
• Created aging-based cash-conversion forecasts tied to payer type and collection behavior
• Introduced rolling forecasts and scenario planning to support hiring, expansion decisions, and capital needs
• Established a reporting cadence that helped leadership and investors understand near-term and long-term liquidity

Result
For the first time, leadership had a clear view of expected cash inflows, reimbursement timing, and liquidity needs. Decisions around hiring, expansion, and capital spending became data-driven rather than reactive.

Investors gained confidence in the company’s ability to manage its cash cycle, and the business transitioned from operating on historical reporting to managing with forward-looking insight.

The forecasting models and cash-flow tools became core management instruments — reliable, repeatable, and essential for future growth.