Corporate Finance Services — Strategic Solutions for Your Business

The phrase 'corporate finance' sounds like something reserved for listed companies and investment banks. In practice, it describes any decision where money, ownership or risk changes shape: taking a bank facility, bringing in a partner, buying a competitor, pricing a contract, or deciding whether expansion can be funded from operations.

A mid-sized trading business deciding whether to open a second branch is doing corporate finance. So is a software house setting its consulting rate, or a manufacturer negotiating supplier credit. The discipline is the same — the amounts differ. Pakistani SMEs that recognise this early make calmer, cheaper decisions than those that treat finance as a crisis discipline.

Financial modelling and projections come first: a defensible forecast of revenue, costs and cash that answers 'can the business carry this plan?' Valuation comes second — needed when a partner exits, a share is gifted or sold, or a buyer appears. Third is fundraising and debt documentation: the bank-ready projections, information memoranda and supporting schedules lenders expect.

Fourth is working-capital and cash-flow planning, which for most growing businesses is the difference between profitable-on-paper and solvent-in-practice. Fifth is due-diligence support — checking the numbers before you acquire a business, or preparing your own so a buyer's diligence does not uncover surprises.

There are five reliable triggers: a bank facility or investor conversation is starting; a partner is joining or leaving; you are considering buying or selling; the business is profitable but cash is always tight; or a large contract or expansion is being priced. At any of these points, the cost of professional analysis is trivial compared with the cost of a wrong commitment.

The worst time to engage is after the negotiation has started — when positions are already taken and the numbers are being defended rather than examined. Bring the analysis in early and it shapes the deal; bring it in late and it only audits your mistakes.

It states its assumptions, shows ranges instead of a single magical number, and reconciles to the actual books — because a model that contradicts your filed accounts will be dismantled in the first serious meeting. It should also survive questioning: every line should have an owner who can explain where it came from.

That is the standard we hold our own work to at SARN Consulting — models and valuations anchored in your accounting and tax reality, delivered in a form you can defend line by line in front of a lender, investor or buyer.