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A profit and loss, a balance sheet and a cash flow that actually tie to one another, built from money your business really moved, with the ratios a credit officer computes anyway computed first.
We prepare the file. The lender interviews, verifies and decides.
The financials leave as a real Excel workbook. These are its sheets, in order, and they carry live cell formulas wherever Excel has a function that matches the maths: SUM for the rollups, PMT for the instalment, IRR over the cash-flow column.
Every total is recomputed rather than transcribed, so an officer can audit the model and re-flex it in Excel instead of retyping it. The business plan leaves separately, as Word or PDF.
The story in the plan and the figures in the projections describe two slightly different businesses. Revenue in the narrative is not revenue in the profit and loss; the investment in the text is not the investment in the financing plan. An officer notices in minutes, and the applicant is told only that the file was not strong enough. So the plan and the numbers here are cross-checked against each other, field by field, before anybody outside sees either one.
Bank statements, mobile money history, till and sales records are read and become the historical base. You are not asked to remember a figure you can prove.
Net profit for the year flows into retained earnings. The closing cash on the cash flow becomes the cash line on the balance sheet. A control row computes assets less liabilities less equity, and any year that does not balance is raised as a finding rather than shipped.
Debt service coverage year by year and at its lowest point, the break-even year, net present value, the internal rate of return, and the full repayment schedule. Computed here first, and explained in plain language.
Conservative, moderate and optimistic, each with its own revenue and cost multipliers. You meet the officer's first hard question before it is asked.
Interest rate, loan term, grace period and the rest are listed with their value and their source: a figure you entered, an industry default for your sector, or the lender's own requirement.
Performance of sector, project location, target market, SWOT, risk analysis and mitigation, management team, capital investment and financing, financial projections, viability analysis. You tailor them; you never face a blank page.
It is complete to the last digital inch: written, reconciled, exported, ready to read. It is not a decision, and we never present it as one.
Statements, receipts, a photo of the ledger, or just the story. It reads what you bring and asks about the rest.