Business advisory
After a funding round: finance priorities for the first 90 days
A practical framework for founders who want their new capital, operating plan, reporting and cash decisions to stay connected after the announcement.
Translate the raise into an operating plan
Funding is not a strategy by itself. Turn the intended use of capital into an operating plan that names the hiring, capital expenditure, market, product and debt commitments it is expected to support, together with the owner for each decision.
Make assumptions visible, including which initiatives depend on future revenue, delivery capacity or approvals. This gives leadership a practical way to distinguish agreed commitments from ideas that still need a decision.
Rebuild the cash view around commitments
Create a cash view that starts with the opening position and connects expected collections, payroll, suppliers, tax, debt service, capital expenditure and financing-related commitments. Separate contracted amounts from operating assumptions and scenarios.
Assign a source and owner to each material movement and agree a forecast refresh rhythm. A forecast is most useful when leaders can see what would need to change before a decision is reconsidered.
Make reporting match the investor conversation
Agree the operating and financial measures that leadership and investors need, then define their sources, reconciliation process and reporting cadence. The goal is a consistent conversation, not a new reporting burden after every meeting.
Use the pack to explain material variances, assumption changes and open decisions. A clear narrative distinguishes current evidence from management expectations for future periods.
Tighten governance without slowing delivery
Review bank access, approval routes, material contract commitments and hiring controls as the organisation grows. Defined ownership helps the company move quickly without making every operational decision a founder-only bottleneck.
This article is general information, not investment, legal, tax or accounting advice. The appropriate controls and reporting depend on the company, its agreements, systems, investors and risk profile.
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Important note
This article is general information and may not reflect the latest standards, law or your specific circumstances. It is not audit, tax, legal, investment or other professional advice. Obtain advice before acting.