Capital decisions
Numbers the bank will actually read
We write feasibility memos and board papers with sourced assumptions—demand, capex, regulatory barriers—not hockey-stick charts.
Planning work supports greenfield sites, JV proposals, and asset purchases. We stress-test downside cases directors ask about in the room.
Feasibility sizing
Market size, competitor density, and breakeven sensitivity.
Board papers
Executive summary, risks, and explicit ask (capital, headcount, timeline).
Project controls
CPM schedules and resource histograms for multi-phase builds.
Do you guarantee funding approval?
No—we improve clarity and defensibility of the case; credit decisions remain with the lender.
What assumptions do you stress-test?
Demand, capex overrun, labour cost, and regulatory delay are standard; sector-specific risks are added per project.
Can you present to the board?
Yes—partner attendance at the approval meeting is often included in the scope.
"The downside case saved us from signing a lease that would not have cleared payback—the board paused phase two exactly as modelled."
What boards expect in a business case
Directors want sourced assumptions, explicit risks, and a clear capital ask—not narrative optimism. We document demand drivers, competitor density, regulatory barriers, and sensitivity tables for downside cases.
For multi-site rollouts we include phased capex, staffing ramps, and gate criteria between phases so the board can pause spend if early sites underperform.
Project controls
Where builds or fit-outs are involved, we add CPM schedules, resource histograms, and milestone owners so execution can be tracked after approval.
Scope a feasibility study
Outline the project and decision date.