Business AdvisoryNEW
Understand your profit. Plan your cash. Make informed business decisions.
For business owners who need a clearer view of financial performance and the implications of their next decision. BIZ PARTNER helps turn available financial and operational data into management reports, forecasts and practical recommendations.
The service
CFO advisory is financial analysis and planning support for business owners and management teams. Management reporting organises financial and operational information around how the business is run, helping explain performance, cash movements and the likely effects of planned decisions.
BIZ PARTNER’s engagement can focus on a specific financial question, establishing a reporting process or providing recurring analysis. The scope depends on the business, available data and responsibilities agreed before work begins.
The service supports management decisions. It does not replace statutory accounting, an audit or the responsibilities of the company’s management.
Your starting point
A
You need to understand how receivables, payment terms, stock, debt repayments and other cash movements affect the money available to run the business.
B
You need a more useful view of margins and costs across the parts of your business.
C
You are considering hiring, investment, expansion or a change in pricing and need to assess the financial implications.
D
You receive financial information without a consistent explanation of what changed or what needs attention.
Results of the work
The engagement produces agreed reports, models and analysis that connect financial information with management questions. Deliverables are defined around the decisions you need to make.
Not every engagement includes every deliverable. Reporting frequency, forecast horizon, analytical detail and update responsibilities are agreed in advance.
A structured view of financial performance, relevant indicators and commentary, using definitions agreed for the business.
An assumption-based forecast of cash inflows, outflows and funding requirements over the agreed planning period.
A financial plan with relevant scenarios and clear assumptions for revenue, costs, investment and financing.
Analysis of margins and cost drivers by the dimensions supported by available data, such as service line, product, project or business unit.
Written observations, questions and proposed actions to support focused discussion and follow-up.
| Revenue | 420,000 | 100% |
|---|---|---|
| Direct costs | (252,000) | 60% |
| Gross profit | 168,000 | 40% |
| Overheads | (121,000) | 29% |
| Operating profit | 47,000 | 11% |
| Cash movement in period | (16,000) | receivables + stock |
Illustrative example - fictional data.
Areas of work
Which numbers should management review?
Design or refinement of reports, indicator definitions and commentary around the company’s operating model and priorities.
How do operating decisions affect available cash?
Forecasting and analysis of relevant cash movements, receivables, payables, stock and other working capital drivers.
What financial plan should the business work towards?
Preparation or review of budgets and forecasts with documented assumptions and defined update responsibilities.
Where is the business earning its margin?
Analysis of revenue, direct costs, overheads and allocation methods at the level supported by the underlying records.
What could change under different assumptions?
Comparison of relevant scenarios for decisions such as hiring, pricing, investment or expansion.
How can reporting become more consistent?
Review of data sources, reporting responsibilities, reconciliations and the steps needed to produce useful recurring information.
Alongside accounting
Accounting and CFO advisory use connected information for different purposes. Reliable accounting records provide an important foundation; management analysis adds planning, interpretation and a view tailored to business decisions.
| Area | Accounting & compliance | CFO advisory & management reporting |
|---|---|---|
| Primary purpose | Maintain records and meet applicable reporting obligations | Support planning, performance review and management decisions |
| Typical information | Accounting records and statutory reports | Management reports, forecasts, scenarios and commentary |
| Time perspective | Recorded transactions and reporting periods | Actual performance together with forward-looking assumptions |
| Organisation of data | Applicable accounting and reporting requirements | Relevant business units, activities, drivers and management questions |
| Outputs | Agreed accounting and compliance deliverables | Agreed reports, models and recommendations |
| Responsibility | Defined by the accounting engagement | Defined by the advisory engagement; decisions remain with management |
Ways of working
For a defined question or an initial reporting and planning setup.
For businesses that need a consistent reporting and review rhythm.
The engagement defines the cadence, deliverables, access to information and responsibilities. Recurring support does not imply unlimited availability or an appointed executive role.
The process
01
Identify what management needs to understand and which decisions the analysis should support.
02
Review relevant records, existing reports and operational information, and identify material gaps.
03
Confirm deliverables, definitions, assumptions, frequency and responsibilities.
04
Prepare the agreed reports or models and review their consistency with the available source information.
05
Explain key movements, sensitivities and practical considerations.
06
Maintain the reporting cycle and revisit assumptions as the business changes.
Work combines document review, written questions and focused management discussions. You can begin with a short written description of your financial priorities.
Practical questions
Illustrative scenarios, not client case studies.
Data and limits
The quality and detail of the analysis depend on the information available. Relevant inputs may include accounting records, existing reports, bank information, receivables and payables, payroll summaries, budgets and operational data.
Where information is incomplete or inconsistent, the engagement identifies the limitations and any preparatory work needed. Assumptions and estimates should be visible in the agreed outputs.
Local context
For businesses operating in Poland, financial decisions need to be understood alongside accounting records, recurring obligations and the practical organisation of the company. The advisory scope should connect these inputs with the owner’s management priorities.
BIZ PARTNER’s accounting support and corporate and commercial work provide relevant local context when management analysis needs to reflect how the company actually operates.
About BIZ PARTNERScope and fees
Fees depend on the questions being addressed, the complexity of the business, the condition of available data, the reporting detail and the frequency of ongoing support.
The proposal defines the deliverables, assumptions, responsibilities, fees and exclusions before substantive work begins.
FAQ
Not necessarily. An advisory engagement may use information prepared by your existing accounting team, subject to suitable access, data quality and agreed responsibilities.
No. The service provides the analysis and support specified in the engagement. It does not automatically include executive authority, daily finance management or the responsibilities of an employed CFO.
Yes. A focused project can address a defined question, such as cash flow, profitability or the implications of a planned investment.
An initial review can identify material gaps and the effect on the proposed analysis. Data preparation or reconstruction may require separate work.
The reporting and discussion frequency is agreed according to the business’s needs and the availability of reliable information.
Where the underlying information supports it. The scope should define revenue attribution, cost allocation and any assumptions needed.
No. A forecast is based on assumptions. Its purpose is to make the expected position, uncertainties and sensitivity to changes easier to assess.
The company’s management retains responsibility for decisions. BIZ PARTNER provides the agreed information, analysis and recommendations.
Related business services
Start with your question
Tell us where financial visibility is missing or which decision you are preparing to make. We can use that context to define an appropriate reporting or advisory scope.
Contact BIZ PARTNER