Problems we solve

Financial modeling and forecasting

A model for decisions, not just a fundraise.

Many growing companies have a model. Far fewer have one they trust enough to run the business on. Ignition's CFOs build and maintain models that reflect how your business actually works, so you can plan hiring, growth, and capital decisions with confidence.

Talk to a CFO about your model

A simplified model

Connect the decision to cash.

Collections, payment timing, other costs, and financing complete the picture. This is a simplified illustration, not a full financial model.

Recognize the situation

What it looks like.

  • The model no longer reflects how the business works.
  • It was built for a raise and hasn't been touched since.
  • You need to compare scenarios—hiring, pricing, or growth pace—and the model can't do it.
  • The operating plan and budget aren't connected to cash.
  • You're asking, ‘What can we afford to hire?’ and nobody can answer quickly.

Why it becomes urgent.

A model matters most at decision points: a hiring plan, a price change, a new market, or a financing conversation. If it cannot answer the question in front of you, decisions get made on instinct or get delayed.

What usually causes it.

  • A model built once, by someone who has since moved on
  • Assumptions that were never tied back to actual results
  • Revenue, cost, and cash living in separate spreadsheets
  • No owner responsible for keeping it current

Illustrative example

When the plan stops reflecting the business

  • Revenue plan
  • Actual revenue
When the plan stops reflecting the businessA hypothetical revenue plan rises while actual revenue grows more slowly. The difference signals that assumptions need reviewing, not that the cause is known. The vertical scale is illustrative and does not show dollar amounts.EarlierLater
Illustrative revenue trend, not client results. A growing gap is a reason to revisit assumptions and investigate what changed.

The work, in practical terms

How we approach it.

We start with the question the model needs to answer, then connect the assumptions to revenue, costs, and cash. You can compare options side by side. Ongoing maintenance or a handoff to your team is agreed as part of the engagement.

  1. Start with the decision

    What do you need to decide, and which assumptions could change the answer?

  2. Connect the drivers

    Tie pricing, sales, headcount, and other costs through to cash.

  3. Compare the options

    Test scenarios and check the assumptions against actual performance.

  4. Agree ownership

    Decide who maintains the model, with support or training where needed.

Illustrative example

“What can we afford to hire?”

  • 3 hires in January
  • 1 in January, April, and July
“What can we afford to hire?”Two hypothetical cash scenarios compare three hires starting in January with the same three hires starting in January, April, and July. The vertical scale is illustrative and does not show dollar amounts.Minimum cash bufferJanAprJulOctDec
Hypothetical example: same pay rates and other cash flows. Phasing the hires changes cash timing; it does not establish which option is best for your business.

Start with the decision in front of you

A sensible first step.

Bring the decision you're facing, and the model you have if there is one. We'll tell you whether it can be fixed or needs rebuilding, and what that would take.

Talk to a CFO about your model

Before we talk

Common questions.

Can you work with our existing model?

Often, yes. If the structure is sound, updating it is faster than starting over. We'll give you a straight answer.

Is this only for companies raising money?

No. Most of the value comes from day-to-day decisions: hiring, pricing, spending, and planning.

Who maintains the model afterward?

That's part of the conversation. Some clients keep us on to run it; others want their team trained to own it.

Tell us what is changing

Talk to a CFO about your model.

Start the conversation