Managerial Finance Training Course

Participants can diagnose financial performance and identify material trends, risks and operating drivers.

• Common-size statements reveal structural changes in margins and asset intensity
• Horizontal trend analysis separates recurring movements from one-off accounting effects
• Liquidity ratios tested against payment obligations and operating cash needs
• Profitability ratios connect pricing, cost control, assets, and shareholder returns
• DuPont analysis decomposes return on equity into operational drivers
• Peer benchmarking normalises ratios for accounting policies and business models
• Warning signals identified through cash conversion, debt service, and margins

Participants can build linked financial forecasts and identify funding requirements from operating assumptions.

• Sales forecasts translated into operating budgets, balance sheets, and cash flows
• Percentage-of-sales method estimates spontaneous assets, liabilities, and funding needs
• Pro forma financial statements expose external financing requirements
• Assumption registers distinguish volume, price, cost, and timing drivers
• Scenario analysis tests base, upside, and downside forecast cases
• Sensitivity tables isolate earnings and cash effects of key assumptions
• Forecast quality checked through reconciliation, reasonableness tests, and version control

Participants can assess working-capital drivers and prepare a practical short-term cash forecast.

• Operating cycle mapped from inventory purchases through customer collections
• Cash conversion cycle quantified using inventory, receivables, and payables days
• 13-week rolling cash forecast built from receipts, payroll, and supplier data
• Credit terms evaluated against bad-debt risk, sales, and financing cost
• Inventory policies assessed using service levels, turnover, and carrying costs
• Short-term funding matched to seasonal cash deficits and repayment capacity
• Cash controls assign approval limits, bank reconciliation, and payment segregation

Participants can calculate present values, future values and borrowing costs for financial decisions.

• Time value of money calculated using present-value and future-value factors
• Annuities and perpetuities valued from contractual payment streams
• Nominal and effective annual rates compared across borrowing alternatives
• Discount rates aligned with timing, risk, and cash-flow currency
• Inflation treated consistently in nominal cash flows and discount rates
• Loan amortisation schedules separate principal reduction from interest expense

Participants can evaluate capital investments using cash-flow-based appraisal methods and risk tests.

• Incremental cash flows distinguished from accounting profit and sunk costs
• Net present value ranks projects by value added after funding costs
• Internal rate of return assessed against reinvestment and ranking limitations
• Payback and discounted payback measure liquidity exposure and recovery timing
• Equivalent annual cost compares mutually exclusive assets with unequal lives
• Capital rationing selects portfolios under constrained investment budgets
• Post-investment review compares approved assumptions with realised project results

Participants can use cost and contribution analysis to support operational and commercial decisions.

• Fixed, variable, and mixed costs classified for planning decisions
• Contribution margin calculated by product, customer, and sales channel
• Cost-volume-profit analysis identifies break-even volume and target profit
• Operating risk measured through contribution structure and sales sensitivity
• Relevant-cost analysis supports make-or-buy and special-order decisions
• Pricing floors determined from incremental costs, capacity, and strategic constraints
• Budget variances separated into volume, price, efficiency, and spending drivers

Participants can compare financing sources and estimate a suitable cost of capital for decisions.

• Debt and equity compared by control, repayment, tax, and risk
• Cost of debt estimated from yields, fees, and tax effects
• Cost of equity estimated using the capital asset pricing model
• Weighted average cost of capital matched to project risk assumptions
• Capital structure assessed through coverage ratios, covenants, and refinancing exposure
• Working-capital facilities compared with term loans and retained earnings
• Funding recommendations document affordability, flexibility, and stakeholder implications

Participants can assess financial risk exposures and link controls to sound financial governance.

• Business risk separated from financial risk and market uncertainty
• Scenario and sensitivity analysis quantify exposure to key value drivers
• Monte Carlo simulation introduced for distributions of project outcomes
• Hedging rationale examined for foreign exchange and interest-rate exposures
• Dividend policy balanced against investment needs, liquidity, and shareholder expectations
• Financial controls link delegated authority, reporting, and escalation thresholds
• Ethical finance decisions address conflicts, disclosure, and stewardship duties

Participants can present financial recommendations clearly and prioritise immediate workplace improvements.

• Financial plan integrates operating assumptions, capital spending, and funding
• Management dashboards select leading indicators, ratios, and cash measures
• Investment proposals present NPV, risks, assumptions, and decision recommendations
• Board papers distinguish facts, judgements, alternatives, and required approvals
• Finance-business partnering challenges assumptions while preserving decision accountability
• 90-day application plan prioritises forecasting, cash, and investment improvements