Funders will usually expect:
This service is commonly needed when:
Early conversations can feel positive until someone asks for the details.
These are often questions like:
Many SMEs have forecasts, but the assumptions behind them are not always clearly structured. That creates uncomfortable meetings, because confidence drops when you cannot explain the numbers calmly.
SAS helps strengthen forecasts so the assumptions are clear and consistent, and the financial story is easier to present and defend.
A good meeting is followed by a longer email. Then another.
Requests for:
This often feels like the requirements are expanding. In practice, funders are testing risk and reliability.
We help you get the financial information into a format that funders recognise and trust, which reduces back-and-forth so you’re not constantly reacting to new requests.
When numbers are unclear, meetings can drift into spreadsheet detail and competing versions of the forecast.
The business owner ends up explaining spreadsheets rather than discussing performance, strategy and growth.
Where a full model is required, SAS prepares integrated financial models, bringing together profit and loss, cash flows, balance sheets, and KPIs. That gives funders a clearer view and gives the management team more confidence in what they’re presenting.
Once terms are agreed, the detailed review begins.
Information requests arrive in waves, small inconsistencies become bigger discussions, which means timelines slip, and the process quickly becomes draining.
SAS can oversee the financial due diligence process and help ensure the right level of information is provided in a timely and organised way.
We focus on all financial elements of the business plan. We frequently strengthen existing plans with detailed financial forecasts so the numbers are consistent and credible. Where required, we add financial commentary to help funders understand the assumptions.
Where more detailed modelling is required, we prepare integrated financial models covering profit and loss, cash flows, balance sheets and key performance indicators.
A fundraising business plan typically needs to set out:
We keep this in plain English. Funders don’t want jargon.
Different funders have different criteria, sector preferences and risk appetite.
Approaching unsuitable funders wastes time and often produces unhelpful feedback.
Our contacts and research capabilities enable us to identify suitable funders. We tailor the search around your requirements, present our findings, and agree a list of funders to approach.
We support management teams in approaching, corresponding and negotiating with potential funders. This helps keep the process professional and consistent, especially when financial questions start becoming more detailed.
We are often asked for input on legal documentation and add value by ensuring that any references to financial or numerical matters are handled properly.
We can oversee the financial due diligence process and ensure the right level of information is provided in a timely manner.
This may include examination of: