Business and director advisory
Advisory · Forecasts · Decisions
Business creation, growth and organisation: connect your decisions with your company’s financial information.
Set up or develop your business
Starting a company, recruiting, investing or organising a holding company commits resources and changes how you operate. We help connect the project with its financial consequences and make the assumptions behind the decision explicit. The work starts with your objective, timetable and business constraints.
Turn an idea into understandable forecasts
A business plan explains how the activity works: target customers, pricing, sales timing, costs, investment and financing needs. We build forecasts with you from discussed assumptions. The document should show where the figures come from and what happens if sales start more slowly or an expense increases.
The Service Public business plan guide presents the components of the file. Our contribution concerns their financial expression and the consistency of the scenarios selected.
An example: hiring before new contracts arrive
A director may anticipate commercial growth and want to expand the team. We examine the timing gap between additional costs and expected receipts. A central scenario and a slower-start scenario make cash requirements visible. A forecast supports decisions through assumptions; it does not promise an outcome.
Develop the structure
A new shareholder, subsidiary or holding company, and relationships between several entities, raise questions about financing, governance and monitoring. We examine the economic rationale and coordinate the additional work required. Structural choices also need to reflect recurring costs, responsibilities and the director’s future needs.
For a digital-asset project, our pages on holding companies and crypto investment, starting a mining business and business crypto payments explain the questions specific to each situation.
Coordinate accounting, tax and corporate matters
A decision may involve an accountant, lawyer, notary, bank or regulatory specialist. We identify the financial information required and the dependencies between their work. Additional legal and tax work is defined within the engagement, taking account of the expertise required.
Possible deliverables
- A forecast with documented assumptions and relevant scenarios.
- A budget or cash-flow schedule showing key deadlines.
- An analysis of differences between forecast and actual figures.
- A summary of information to obtain and decisions still to be made.
- An organisation for reporting and communication between the team and its advisers.
The selected work reflects the need: starting a business, reorganising an entity and ongoing advisory support require different involvement. Content and frequency are specified in the engagement letter.
How do we start?
Describe the project, the decision being considered and its timing. Recent accounts, the cash position, significant contracts or quotations and initial assumptions are a useful starting point. Missing information is identified at the outset so that documented figures remain distinguishable from estimates.
Can support begin at an early stage?
Yes. The discussion can start by framing questions and identifying data to obtain. Deliverables should match the project’s maturity. Uncertain assumptions must remain visible in any simulation.
Can advisory work accompany ongoing accounting?
The engagements can be coordinated around consistent data. Accounting work supports understanding of the activity; advisory work uses that information to examine a decision and its consequences. Their scope and deliverables are distinguished at the outset.
What if several entities or countries are involved?
Each entity, its flows and its contacts need to be identified. Our International Business Services page presents support for French operations in a group context.