Capital strategy and readiness
Know what you need before you go to market.
A financing process should begin with a clear business need, not a target round size. Ignition's CFOs connect the operating plan, cash forecast, capital options, and diligence requirements so leaders can decide what to pursue and prepare before conversations begin.
Talk to a CFO about capital readinessThe capital question
Connect the financing to the plan.
- Business milestone
What must the company accomplish?
- Cash need
How much does the plan require, and when?
- Capital options
Which paths fit the need and tradeoffs?
- Process readiness
What must be ready before conversations begin?
Recognize the situation
What it looks like.
- The company expects to need capital, but the amount and timing keep changing.
- The operating plan and the financing plan were built separately.
- Management, the board, and advisors describe the use of funds differently.
- The model cannot show what changes under different growth or financing scenarios.
- A lender or investor conversation is approaching, but the supporting materials are not ready.
Why it becomes urgent.
Once financing conversations begin, assumptions, reporting gaps, and unanswered questions become part of the process. Preparing earlier gives leadership time to test the need, compare options, and resolve avoidable issues before outside parties begin diligence.
What usually causes it.
- A capital target based on convention rather than the operating plan
- Cash needs that are not tied to specific milestones or uses
- Forecast assumptions that have not been checked against actual performance
- No clear owner for the model, materials, and diligence preparation
The work, in practical terms
How we approach it.
We start with what the business is trying to accomplish, connect that plan to cash, and test the amount and timing of the capital need. We then help organize the financial model, supporting schedules, and readiness work required for the path leadership chooses.
Define the business need
Clarify what the capital must fund, by when, and what should be true afterward.
Test the amount and timing
Connect operating assumptions, milestones, and cash under more than one scenario.
Compare the paths
Make the tradeoffs between available financing options explicit for leadership and advisors.
Prepare for scrutiny
Organize the model, reporting, and supporting schedules needed for a credible process.
Before going to market
Make the financial story supportable.
- Plan
A specific use of funds tied to operating milestones.
- Model
Assumptions that connect growth, costs, and cash.
- Reporting
Actual results that reconcile to the story.
- Support
Schedules and records ready for follow-up questions.
Start with the decision in front of you
A sensible first step.
Bring the operating plan, current forecast, and the financing question you are considering. We'll identify which assumptions drive the answer and where preparation is still needed.
Talk to a CFO about capital readinessBefore we talk
Common questions.
Do we need to know which type of capital we want?
No. The first step is understanding the business need, timing, and tradeoffs. Those facts help determine which options are worth evaluating with your advisors.
Can you work with our banker, lender, or investors?
Yes. We support the financial planning, materials, and responses while working alongside the advisors and capital providers involved in the process.
What if our model is not ready?
That is common. We can assess whether it can be updated or needs rebuilding, then give you a practical sequence for getting it ready.
Tell us what is changing