Engagements
A typical piece of financial planning analytics here is not a delivery of files into a void. It is a sequence of sittings, a drawing, and a room that is allowed to mark the paper.
The useful hour is the one where someone points at a month and says it is not how the business behaves.
You write who the year is for, how many entities sit inside it, and which sitting (board, owners, family) must be able to read the result. We reply with whether the work is a fit and with a first quote.
Ledger extracts, loan schedules, and the current forecast come in as they are. Giorgi lists what cannot be drawn yet. You are not asked to tidy history for its own sake — only to say which close you would defend.
Maps go back with a legend. Ugly months stay ugly. If a line is an assumption, it is labelled as one.
The people who live with the year write on the paper or send a list. Commercial promises that the ledger does not know about belong here, not in a silent edit from us.
We sit at Kazbegi Avenue or on your floor. The aim is not a performance. It is a shared picture the room can still disagree with, now in the same months.
A named counterpart who can obtain extracts without a three-week chase, and a date for the sitting that is real. If the board has already been booked, tell us that date in the briefing; we will say whether the span is honest.
We will not compress a broken close into a weekend. We will not put a bank-ready smile on a month that still lacks inventory. We will not sit as your accountant of record.
When the walkthrough is done, the maps are yours to reprint for later committees. Further quarters are a separate rhythm, quoted as quarterly budget-to-actual work.
If you already know the flagship span you need, read the cash-flow mapping brief, then send the note.
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