Financial Modelling Experience

Pitcher Partners has considerable experience.
Government and Not for Profits
  • Developing financial models that support Government entities with their strategic planning process.
  • Developing capital asset management tools to assist in capital asset purchasing decisions.
  • Preparing short and medium term budgets and forecasts for a variety of not for profit organisations to assist Boards and executive management consider a number of forecast scenarios.
Private enterprise
  • Developing financial models that consider complex scenario analyses and link to medium to long term strategy decisions.
  • Using our standard 3-way budget template to prepare powerful short and medium term budgets and forecasts for a low cost. These models allow scenario evaluations such as; sales growth, cost reductions, debtor management, capital investments and asset purchases.
  • Developing individually tailored 3-way models built to meet specific organisational requirements, addressing such modelling complexity as; multiple profit centres, impact from multiple financing arrangements, foreign exchange accounts and greater flexibility over business inputs and tailored outputs. These models reflect an organisation’s circumstances and meet its particular decision making needs.
  • Developing individual tools to assist with operational accounting and finance requirements, such as consolidated financial reporting across multiple entities, product costing models, activity based costing analysis and pricing models.
  • Developing pricing and costing models to support multi-million dollar tender submissions. These financial models are often complex and are always tailored to transaction, business and sector specific requirements. They allow for scenario analysis and support decision analysis.
  • Developing models for industry associations to assist their members to make costing and pricing decisions. This helps associations support their members and defrays development costs across many with the benefits being realised individually.
  • Developing budgets and forecasts that are tailored to support the needs of banks and other finance institutions. These models consider cash flows and the organisation’s ability to meet debt repayments. They help to demonstrate sensitivities around sales, direct and indirect costs and working capital requirements and consider the various accounting and financial ratios that enable banks or financiers to monitor a business.