Strategy backed by financial reality.
Financial analysis, revenue planning, and media spend planning — the Phase 2 work that turns the opportunity map into a sequenced plan the CFO can defend.
The growth flywheel.
A strategy with numbers under it.
A digital strategy without financial modelling is a wish list. The Phase 2 work of our transformation methodology turns the opportunity map from Phase 1 into a real plan — with revenue projections, margin targets, and media spend allocations that tie back to specific commercial outcomes, not to category benchmarks.
The financial layer comes first: cohort-level revenue modelling that separates new-customer growth from repeat-customer growth, margin analysis that accounts for your actual fulfilment and service costs, and the cash-flow view that decides how aggressively the plan can scale without breaking working capital. From there, the revenue plan is built — by channel, by market, by product line — and the media spend plan follows as a function of that revenue target, not as an agency-preferred budget.
The deliverable is a three-year plan with quarterly milestones that your finance team can stress-test and your operators can execute against. Not a strategy PDF that sits in a folder.
What makes the difference.
Financial Modelling
Cohort-level revenue modelling, margin and unit economics analysis, and cash-flow projections that tie the strategy to operating reality — not to category-average growth rates.
Revenue Planning
Channel-by-channel, market-by-market, product-by-product revenue projections with sensitivity analysis. The plan survives when one line underperforms because the others are contextualised.
Media Spend Planning
Budget allocation derived from revenue targets, not from an agency's preferred spend level. Channel mix, flighting, and market distribution built from the numbers, not from pitch-deck convention.
KPI Framework Alignment
The KPIs the leadership team reports against. The KPIs the operational team optimises against. The KPIs that actually predict the commercial outcome. All three reconciled, not conflated.
Cross-Border Expansion Planning
Market-entry sequencing where international growth is in the plan. Fulfilment, regulatory, and localisation dependencies surfaced before the marketing plan commits to a market that is not ready.
Working Capital Discipline
Growth plans that respect your actual working capital position. The most elegant strategy that cannot be funded on current cash flow is a liability, not an asset.
Building the plan.
Financial Deep-Dive
Historical financial data, cohort analysis, unit economics, and working capital review. The baseline on which the plan is built.
Scenario Modelling
Multiple scenarios — conservative, base, aggressive — with the assumptions behind each explicit. The plan is the one you can defend when the board asks why not the aggressive scenario.
Plan Construction
Revenue plan, media spend plan, and KPI framework built from the chosen scenario. Quarterly milestones, sensitivity analysis, and the trigger points that would cause a replan.
Handoff
Plan handed off into Phase 3 — team and capability planning — so the structure needed to execute is built alongside the strategy that demands it.
Common questions.
Ready to plan with real numbers?
Let's talk about a strategy and KPI framework the CFO can defend — backed by a financial model that lives in operating reality.
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