David Verney says “I am a business planning specialist, having written my first business plan (for one of the first niche law practices) in 1983, whilst still training. Since then, I have helped many businesses and professionals plan their businesses, and I have come to understand what is really important about business planning. It’s not just about getting together a nice set of numbers to impress the bank manager (although that’s often an important reason for formalising a business plan).”

Business Planning

The key steps in business planning are:

  1. Understanding what the goals of the business (and its owners) are;
  2. Really understanding what the financial dynamics of the business are, and reflecting those in thoroughly researched and soundly realistic financial forecasts. Anyone can enter some numbers in to a spreadsheet or a financial planning software package. Getting meaningful numbers is more than that.
  3. Thorough thinking about the structure of the business, its people, and its processes. What is wrong with the business, and what is right? What needs to be done or changed to enable the business to meet its goals?

Our business planning services include:

  • Understanding and helping you to articulate your objectives
  • Building a business plan to meet your objectives

Business planning as a continuous integral part of your business, not just a one-off exercise for raising finance

  • Preparing detailed financial forecasts, built and tailored for your business

Integrated with your budgeting and management accounts

  • Building the systems to monitor progress of your plan
  • Presenting your plans to stakeholders – banks, investors, senior staff

Management Information

A key area of consultancy service provided is review and improvement of management information systems.

David Verney says:

“Information is power! Having the right information at the right time is so important to successfully running any business.

Having started my accounting career back when most small businesses still used manual ledgers and cash books, I cut my teeth with a real understanding of the basics. Reconciling manual records gave an understanding of what happens under the bonnet of an accounting system, which is sometimes harder to see through the modern computerised system.   I then experienced the advent of computerisation for businesses, working with and installing for clients the earliest versions of Sage with other popular systems. I also pioneered the use of spreadsheets, creating everything from replacements for the traditional extended trial balance for producing final accounts, through cashflows and financial plans.

I was keen to encourage clients to adopt computerised systems, but very quickly learnt that there was much more than just delivering a nice shiny box of disks to getting a business to use a system successfully, and actually make it a benefit for the business. Setting the software up in a way which would enable the business to be able to use it effectively, and then extract useful information were, and still are, in the age of the Cloud, key to success.”