Corporate Financial Management and Valuation Training Course

Duration 5 days 11 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Finance Managers, Financial Analysts and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-FM-138

Before you join: Participants should be comfortable reading income statements, balance sheets and cash flow statements, and should understand basic accounting terms such as revenue, depreciation, receivables, debt and retained earnings.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Corporate finance decisions often fail when managers treat accounting profit, cash flow, funding structure and valuation as separate issues. Investment proposals may use inconsistent discount rates, working-capital effects may be omitted from forecasts, and acquisition valuations may confuse enterprise value with equity value. Finance professionals need a disciplined way to connect operating assumptions, financial statements, capital costs and shareholder returns.

This course develops the methods used to assess capital investments, value businesses, set financing policies and communicate financial recommendations. Participants build integrated financial forecasts, calculate free cash flow, estimate weighted average cost of capital, apply discounted cash flow and market-multiple valuation methods, and assess debt capacity. The programme also covers dividend policy, mergers and acquisitions, financial distress, impairment testing and value-based performance measures.

Teaching combines focused instructor briefings with worked financial models, sector-based case analysis, small-group calculations and decision simulations. Cases reflect investment, financing and valuation decisions faced by banks, infrastructure operators, industrial firms, public entities and multinational businesses. Participants leave with a reusable corporate finance toolkit containing valuation model structures, capital-budgeting templates, funding-analysis checklists and an action plan for applying the methods to current decisions.

The course is designed for finance professionals who already work with budgets, management accounts, financial statements or investment proposals and need stronger capability in corporate financial decision-making. It is particularly relevant where participants must challenge assumptions, prepare business cases, assess transactions or advise senior management on value creation.

What you will be able to do

  • Build integrated financial forecasts linking operating drivers, income statements, cash flow and balance sheets
  • Evaluate capital investments using NPV, IRR, payback, sensitivity analysis and scenario analysis
  • Estimate WACC using market evidence, CAPM inputs, debt costs and target capital structure
  • Value businesses using discounted cash flow, trading multiples and transaction multiples
  • Calculate enterprise value, equity value and dilution from financing or acquisition proposals
  • Assess working-capital, liquidity and debt-capacity implications of strategic decisions
  • Analyse M&A synergies, purchase-price allocation and post-acquisition value risks
  • Prepare a board-ready financial recommendation supported by valuation evidence and key assumptions

Benefits of attending

For you

  • Produce investment cases that quantify cash flow, risk and shareholder value
  • Challenge discount-rate and terminal-value assumptions with defensible evidence
  • Build credible business valuations for acquisitions, disposals and strategic reviews
  • Explain financing trade-offs clearly to senior management and non-finance stakeholders
  • Strengthen readiness for corporate finance, FP&A and corporate development responsibilities

For your organisation

  • Improved capital-allocation decisions through consistent NPV and cash-flow analysis
  • More reliable business cases with transparent assumptions and sensitivity testing
  • Better acquisition screening through disciplined valuation and synergy assessment
  • Stronger funding decisions through clearer debt-capacity and liquidity analysis
  • More consistent communication of value drivers to boards, investors and lenders

Course modules

11 modules over 5 days

Participants can connect corporate finance decisions to cash flow, risk and enterprise value.

  • Corporate finance objectives: value creation, agency conflicts and stakeholder constraints
  • Enterprise value, equity value and market capitalisation distinguished accurately
  • Economic profit and residual income as shareholder value measures
  • Value-driver trees linking growth, margins, investment and financing
  • Accounting profit reconciled with operating cash flow and free cash flow
  • Financial statement analysis using profitability, efficiency and solvency ratios

Participants can construct driver-based financial forecasts for investment and valuation analysis.

  • Revenue forecasts built from volume, price, capacity and market-share drivers
  • Operating cost forecasts separated into fixed, variable and semi-variable components
  • Working-capital schedules for receivables, inventory, payables and accrued expenses
  • Capital expenditure, depreciation and asset-disposal schedules linked correctly
  • Three-statement models integrating income statement, balance sheet and cash flow
  • Forecast integrity checks using balance-sheet balancing and cash-flow reconciliation

Participants can identify cash conversion drivers and quantify working-capital funding requirements.

  • Operating cash flow derived using direct and indirect methods
  • Free cash flow to firm calculated from NOPAT and investment
  • Cash conversion cycle measured through receivable, inventory and payable days
  • 13-week rolling cash forecast built from receipts, payroll and supplier data
  • Working-capital initiatives evaluated for cash release and operating consequences
  • Liquidity buffers assessed using committed facilities, covenants and stress cases

Participants can evaluate capital projects using cash-flow-based investment appraisal methods.

  • Relevant incremental cash flows separated from sunk and allocated costs
  • Net present value calculated using after-tax project cash flows
  • Internal rate of return interpreted alongside NPV decision rules
  • Payback and discounted payback applied to liquidity-constrained investments
  • Equivalent annual cost compares mutually exclusive assets with unequal lives
  • Sensitivity analysis tests price, volume, cost and timing assumptions
  • Scenario analysis models base, downside and upside project outcomes

Participants can incorporate uncertainty, flexibility and risk into investment recommendations.

  • Risk registers connect operational uncertainties with financial model assumptions
  • Decision trees model sequential investments, probabilities and contingent cash flows
  • Monte Carlo simulation interprets distributions of NPV and value-at-risk
  • Real options identify expansion, abandonment, deferral and switching flexibility
  • Certainty-equivalent cash flows compared with risk-adjusted discount rate approaches
  • Break-even analysis identifies volume, price and cost thresholds

Participants can estimate discount rates and assess financing structure choices.

  • Capital Asset Pricing Model estimates cost of equity inputs
  • Beta selection uses peer groups, relevering and business-risk judgement
  • Cost of debt estimated from credit spreads, yields and borrowing terms
  • Weighted average cost of capital calculated using market-value weights
  • Target capital structure assessed against peer data and financial capacity
  • Tax shields, distress costs and agency costs inform debt policy
  • Country risk premiums considered for cross-border investment appraisal

Participants can value operating businesses using a disciplined DCF model.

  • Unlevered free cash flow forecast from operating performance drivers
  • Terminal value estimated using perpetuity-growth and exit-multiple methods
  • Enterprise value converted into equity value through net debt adjustments
  • Non-operating assets, minority interests and pension deficits treated appropriately
  • Discounting conventions applied for mid-year cash flows and stub periods
  • DCF sensitivities presented through WACC, growth and operating-case matrices
  • Valuation narratives reconcile model outputs with strategic business evidence

Participants can develop and interpret market-based valuation benchmarks.

  • Comparable company selection screens business model, growth and risk
  • EV/EBITDA, EV/EBIT and P/E multiples applied appropriately
  • LTM, NTM and calendarisation conventions align comparable financial periods
  • Normalised EBITDA adjusts exceptional items, leases and owner compensation
  • Precedent transaction analysis distinguishes control premiums and synergies
  • Valuation ranges triangulated across DCF, trading and transaction methods

Participants can assess financing alternatives, payout choices and covenant headroom.

  • Debt capacity estimated from cash flow, coverage ratios and collateral
  • Net debt to EBITDA analysed against peer and lender thresholds
  • Interest coverage and fixed-charge coverage tested under downside cases
  • Revolving facilities, term loans, bonds and leases compared systematically
  • Dividend policy assessed using investment needs, liquidity and shareholder expectations
  • Share repurchases evaluated for valuation, dilution and capital-allocation effects

Participants can assess transaction value, synergies and acquisition funding implications.

  • Strategic rationale translated into revenue, cost and capital synergies
  • Standalone value separated from synergy value and control premium
  • Accretion and dilution analysis models earnings-per-share transaction effects
  • Purchase price allocation identifies goodwill and acquired intangible assets
  • Earn-outs, contingent consideration and deferred payments valued appropriately
  • Merger financing compared through cash, debt, shares and hybrid structures
  • Integration risks tested through synergy timing and execution scenarios

Participants can monitor value creation and present finance recommendations for management action.

  • Return on invested capital compared with weighted average cost of capital
  • Economic value added reconciles operating performance with capital charges
  • IAS 36 impairment indicators and cash-generating unit testing
  • IFRS 13 fair value hierarchy applied to valuation evidence
  • Board papers structure recommendation, assumptions, risks and decision requests
  • Management dashboards track value drivers, covenant headroom and investment delivery
  • Application plans assign data owners, milestones and decision-review dates

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Integrated three-statement forecast model template
  2. Capital investment appraisal template
  3. WACC estimation worksheet
  4. DCF valuation model structure
  5. Debt-capacity and covenant review checklist
  6. Board financial recommendation template

Who should attend

  • Finance Managers — need to assess investments, funding choices and value-creation plans
  • Financial Analysts — need defensible valuation models and investment recommendations
  • FP&A Managers — need to connect strategic plans with cash flow and capital requirements
  • Corporate Development Managers — need to evaluate acquisitions, synergies and transaction pricing
  • Treasury Managers — need to assess funding structures, liquidity and debt capacity
  • Investment and Credit Analysts — need to value companies and test financial risk assumptions

Skills and tools covered

Business valuationCapital budgetingWACC estimationFinancial modellingDebt capacity analysisM&A evaluation

Tools and standards

Capital Asset Pricing Model, Weighted Average Cost of Capital, IFRS 13 Fair Value Measurement, IAS 36 Impairment of Assets

How the course runs

Training methodology

The course uses short instructor briefings to establish core models and decision rules, followed by worked calculations, financial statement analysis and structured case work. Participants assess investment proposals, build forecast components, compare valuation methods and test financing choices using realistic assumptions. Group exercises focus on identifying weak assumptions and defending recommendations. Decision simulations examine acquisition pricing, funding constraints and downside scenarios. Each participant develops an application plan identifying a live decision, required data, key assumptions and stakeholders for follow-through after the course.

Requirements and prerequisites

Participants should be comfortable reading income statements, balance sheets and cash flow statements, and should understand basic accounting terms such as revenue, depreciation, receivables, debt and retained earnings. Experience preparing budgets, forecasts, management reports, investment proposals or credit analyses is useful. Participants should be able to use spreadsheet formulas for arithmetic, percentages and simple financial calculations. Prior valuation, corporate finance or merger-model experience is not required. Advanced spreadsheet programming, econometrics, securities trading knowledge and professional accounting qualifications are not required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should be able to read basic financial statements and use common spreadsheet formulas. Previous experience with DCF valuation, WACC calculations or M&A modelling is not required.

Bring a laptop with spreadsheet software if attending in person, together with a calculator if preferred. Participants may also bring a non-confidential investment case, forecast or valuation question for their application plan.

It suits finance managers, analysts, FP&A professionals, treasury staff, corporate development teams and credit or investment analysts. It is intended for professionals who need to assess financial decisions rather than only record accounting transactions.

Financial accounting focuses on recording and reporting past performance, while this course focuses on investment, financing and valuation decisions. Basic finance courses introduce concepts; this programme applies them through forecast construction, cash-flow analysis and valuation methods.

Participants can use the templates to review project proposals, challenge forecast assumptions, estimate WACC and compare valuation evidence. The application plan identifies a current decision and the data needed to progress it.

Training runs from 08:30 to 16:30 each day, providing about 6.5 contact hours daily. Time is distributed across eleven connected modules covering forecasting, investment appraisal, valuation, funding, transactions and management reporting.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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