Actuals
What the business has already delivered.
Accounting & Finance
Financial Planning & Analysis
Understand what drives performance and what changes the outlook. Financial planning and analysis connected with the operating decisions management needs to make.
Discuss your priorities
The wider perspective
Planning starts with the choice in front of management.
Financial decisions depend on more than a set of numbers. We connect the underlying records, the purpose of the reporting and the tax or commercial questions that sit alongside them. The result is a clearer basis for management, owners and their advisers to act.
In focus
Planning starts with the choice in front of management.
Practical support
How Millcorn helps you move forward
01 · Your task
Build a forecast management can use
02 · What Millcorn does
We structure budgets and cash-flow forecasts, test assumptions and analyse variances between the plan and actual performance.
03 · What you receive
A financial model, scenario comparisons and a rolling management forecast.
We agree the specific work and deliverables after reviewing your circumstances.
Discuss my situationSee the connections
One decision. A wider impact.
Financial Planning & Analysis joins what has already happened with the drivers and assumptions that shape what may come next — so management can read a forecast, not only a history.
We identify the dependencies early, so the relevant professionals can work from a shared understanding of the objective and the information available.
Talk through the connectionsFinancial Planning & Analysis
- 01Actuals
- 02Drivers
- 03Assumptions
Expertise in context
Financial Planning & Analysis
The work, organised around your priorities.
Drivers
The variables that move volume, margin, cash and capacity.
Assumptions
The judgements held open so they can be tested.
From perspective to action
Planning starts with the choice in front of management.
Engagements vary. The work may include some or several of the following — not every matter requires every element.
The engagement begins with a shared view of the questions to resolve, the work to be delivered and who is responsible. As the matter develops, the plan can be reviewed against new information and changing priorities.
Explore your next stepIn practice
Different situations. A considered response.
Growth / expansion
Planning and scenarios sit with financial leadership, corporate tax and business administration as capacity and geographic reach change.
Transaction / investment
Forecasts and cases stay with transaction accounting, transaction tax and corporate legal work on the same matter.
International operations
Outlook work continues across borders while reporting, international tax and business services hold the wider operating structure.
Working together
A clear path through the work.
- 01
Establish the position
Understand what drives performance and what changes the outlook. Financial planning and analysis connected with the operating decisions management needs to make.
- 02
Reconcile and analyse
The accounting period, relevant entities and intended users determine what information matters.
- 03
Report and decide
Planning starts with the choice in front of management.
Designed for the next decision
Clarity you can work with.
The exact scope and deliverables are agreed for your circumstances. The aim is to make the relevant information, choices and responsibilities clear.
A reconciled information base
Issues, assumptions and dependencies
A reporting and review calendar
Before we speak
Start with your priorities.
A complete file is not needed for an initial enquiry. Tell us what you want to achieve, the countries involved and any relevant dates.
Relevant agreements, correspondence, key dates and your intended outcome.
Start a conversationWhat information is useful at the outset?+
Relevant agreements, correspondence, key dates and your intended outcome. We will identify what needs to be clarified before agreeing the engagement.
How does this connect with other advice?+
Accounting, tax and cash flow can describe different aspects of the same transaction. Those differences need to be understood before a decision is made.
How are fees and timing agreed?+
The relevant professionals review the circumstances, available information and dependencies. Scope, responsibilities, fees and the timetable are then agreed for the specific engagement.
Your next move