Financial Planning & Analysis (FP&A) Advisory in Bangalore

Board-Level Financial Planning & Analysis
For Capital Allocation, Control & Scrutiny

Decision-grade FP&A for promoters and boards where assumptions must withstand scrutiny — not just execution.

Our FP&A advisory is designed for promoter-led and growth-stage businesses operating under investor, lender, and regulatory scrutiny. We strengthen financial judgment around capital allocation, cash flow resilience, and strategic expansion — not spreadsheet-driven or retrospective reporting.

Rolling forecasts anchored to operating reality and downside risk
Scenario and stress modelling before capital is deployed
Cash flow visibility for control, not post-fact reporting
Board, investor, and lender-ready financial narratives

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WHEN FINANCIAL DECISIONS REQUIRE STRUCTURE

Forecast assumptions challenged at board or investor level
Capital allocation decisions without structured scenario modelling
Weakening working capital visibility as scale increases
Heightened lender, investor, or audit scrutiny
Expansion or acquisition decisions lacking downside stress testing

How We Deliver Decision-Grade Financial Intelligence Through FP&A

A Chartered Accountant–led FP&A framework focused on cash-flow visibility and capital discipline.

Profitability & Cost Visibility

Revenue and margin drivers
Cost behaviour and operating leverage
Unit economics clarity

We identify what truly drives margins and cash generation, separating operational reality from surface-level reporting.

Forward Planning & Scenario Control

Rolling, assumption-driven forecasts
Scenario and sensitivity modelling
Capital allocation planning

Forecasts structured around volatility and funding cycles, not static annual budgets that lose relevance.

Performance Governance & MIS Discipline

KPI architecture linked to accountability
Variance and trend analysis
Early deviation detection

Financial outcomes are tied to operational ownership, enabling timely corrective action.

Board & Promoter Decision Support

Board-ready financial packs
Investor and lender readiness
Strategic decision modelling

Financial communication designed for scrutiny, challenge, and disciplined capital decisions.

Discuss FP&A Advisory Mandate →

Where FP&A Breaks Down

When FP&A Fails, Decisions Become Risky — Not Informed

FP&A does not fail because businesses lack data. It fails when forecasts disconnect from operating reality and financial insight arrives after decisions are already made.

Forecasts That Look Accurate — Until Reality Arrives

Static budgets and optimistic assumptions mask volatility. Forecasts are revised to explain outcomes, rather than guide decisions before capital is committed.

FP&A Reduced to MIS & Reporting

Management packs record history but do not challenge assumptions. Numbers are reviewed, not interrogated — leaving promoters without decision-grade financial insight.

Cash Flow Visibility Without Capital Control

Businesses see cash positions but lack clarity on timing risk, funding gaps, or downside exposure — until pressure emerges during lender or investor scrutiny.

Scenarios That Are Built — But Never Used

Sensitivity models exist in files, not in boardroom discussion. Expansion, hiring, and capital deployment proceed without structured downside testing.

FP&A Detached From Governance & Accountability

Forecast ownership is unclear. Variances are explained, not owned. Planning fails to translate into operational responsibility or board-level accountability.

FP&A is not meant to make reports look sophisticated. It exists to reduce decision risk, protect capital, and strengthen judgment before consequences become irreversible.

FP&A In The Real World

FP&A Does Not Operate In Isolation

In high-stakes environments, Financial Planning & Analysis is tested not in spreadsheets, but in boardrooms, funding discussions, and capital decisions. FP&A becomes decision-grade only when forecasts, cash-flow models, and scenarios align with how promoters, boards, and lenders evaluate risk, governance, and capital deployment — alongside Virtual CFO leadership and capital structuring.

Virtual CFO Advisory → Where FP&A integrates with governance, cash discipline, and board accountability Project Finance & Bank Funding → Where FP&A supports lender confidence, covenant durability, and funding negotiations

Credibility Behind The Analysis

FP&A advisory delivered as part of board-level Virtual CFO mandates, where financial positions directly influence governance, funding outcomes, and promoter accountability.

Forecasts and scenarios evaluated in lender-facing and investor-facing contexts, where assumptions are actively challenged — not accepted at face value.

Advisory shaped by senior accountability, where financial positions must withstand regulatory, institutional, and balance-sheet scrutiny.

A Common Misunderstanding

FP&A Is Not MIS Reporting

Many businesses assume they have Financial Planning & Analysis in place. In practice, they operate with backward-looking MIS that records performance but does not influence decisions.

Traditional MIS

Reports what already happened
Focuses on accounting presentation
Limited linkage to capital decisions
Used primarily for internal review
Weak under investor or lender scrutiny

Decision-Grade FP&A

Shapes decisions before capital is committed
Focuses on cash flow, risk, and consequence
Rolling forecasts and scenario analysis
Built for investor and lender evaluation
Designed to withstand scrutiny and challenge

FP&A becomes valuable only when it informs what should happen next — not merely what already occurred.

When FP&A Becomes a Board-Level Requirement

FP&A stops being optional when financial decisions begin to influence capital risk, governance accountability, and long-term enterprise outcomes.

When promoters must allocate capital without losing control

Expansion, investment, or diversification decisions that require structured forecasting, downside visibility, and capital discipline.

When boards, investors, or lenders challenge assumptions

Environments where forecasts, margins, cash flows, and capital plans are interrogated — not accepted at face value.

When cash flow timing becomes as critical as profitability

Capital-intensive or fast-scaling businesses where liquidity risk, funding gaps, and timing mismatches must be anticipated early.

When businesses outgrow spreadsheet-led planning

Transitions from founder-driven execution to structured, board-ready financial governance.

When CFO-grade insight is required without a permanent hire

Situations requiring disciplined analysis and decision support without adding full-time executive fixed cost.

Evaluate FP&A Engagement Fit →

What You Actually Get from Our FP&A Advisory

Every FP&A engagement is built around decision-grade outputs — designed to provide forward visibility, disciplined control, and confidence at promoter and board level.

Promoter-Grade Management MIS

Monthly financial intelligence covering P&L, cash flows, balance sheet movement, and key performance drivers — structured for leadership review, not compliance reporting.

Rolling Forecasts & Cash Flow Planning

Assumption-driven forecasts with real cash flow visibility, enabling early identification of funding gaps, liquidity pressure, and growth constraints.

Performance & Variance Control

Structured actual-versus-plan analysis that surfaces margin leakage, cost deviation, and execution slippage — enabling corrective action before financial impact compounds.

Business & Unit Economics Models

Decision-focused financial models capturing unit-level profitability, cost behaviour, scalability, and contribution dynamics across products, projects, or geographies.

Board & Investor-Ready Reporting Packs

Concise, defensible financial packs aligned to board expectations, investor scrutiny, and lender discipline — built to withstand challenge.

Ongoing Strategic Decision Support

CFO-level judgement support on pricing, expansion planning, capital deployment, debt capacity, and risk — embedded directly into leadership decision-making.

Need clarity before your next capital or strategic decision?

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Why Leadership Teams Choose Aarthavya

Financial Planning & Analysis is only as strong as the judgment behind it. Our FP&A advisory is led by senior Chartered Accountants with deep exposure to governance, capital structuring, taxation, and board processes across Indian enterprises.

Senior CA-Led Engagement — Not Analyst-Led Execution

Every mandate is directed by experienced Chartered Accountants. Forecasts, models, and board packs are evaluated through a governance, capital, and defensibility lens — not built as templates.

Decision-First Financial Design

We begin with the decisions promoters and boards must take — pricing, expansion, debt capacity, capital deployment — and design FP&A outputs around those decision points.

Board & Investor-Ready Communication

Financial insight is structured for board scrutiny, investor review, and lender evaluation — concise, defensible, and built for challenge.

Integrated Capital & Compliance Perspective

FP&A integrates tax impact, working capital dynamics, covenant sensitivity, and regulatory exposure — not isolated spreadsheet analysis.

Continuity with Virtual CFO Advisory

FP&A integrates seamlessly with our Virtual CFO mandates, ensuring planning, execution, monitoring, and governance remain aligned.

Long-Term Enterprise Orientation

We operate as long-term financial partners focused on sustainable value creation, capital discipline, and leadership clarity — not transactional reporting.

FP&A is a leadership discipline — not a reporting function.

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Frequently Asked Questions

Key questions promoters, founders, and boards evaluate before engaging structured Financial Planning & Analysis (FP&A) advisory.

How is your FP&A different from regular MIS or accounting reports? +

Accounting ensures accuracy and compliance. Traditional MIS explains past performance. Our FP&A focuses on forward-looking insight — cash flow forecasting, scenario modelling, margin analysis, and capital planning — enabling decision-grade board and promoter action.

Do you work alongside our existing finance or accounts team? +

Yes. Your accounts team continues compliance and bookkeeping. Our role sits above execution — interpreting financial data into structured, board-ready insight without disrupting operations.

Is FP&A suitable for mid-sized or promoter-led businesses? +

Especially so. FP&A introduces discipline around capital allocation, pricing, expansion, and funding — without the overhead of a large internal team.

What is the typical FP&A engagement duration? +

Most mandates begin with a 6–12 month engagement covering planning, rolling forecasts, cash flow visibility, and performance monitoring. Many clients continue across growth and capital cycles.

Will FP&A replace the need for a full-time CFO? +

FP&A delivers CFO-grade planning and analysis. It may complement an existing CFO or act as a bridge before a full-time hire, depending on scale and board expectations.

How does FP&A support funding or investor discussions? +

FP&A ensures forecasts, cash flows, and scenarios are internally aligned and defensible — reducing friction during funding, refinancing, and valuation discussions.