Service AB ways · Latvia

Financial clarity instead of guesses

Financial analysis, budgeting and cash flow forecasting help you get a complete picture of the business: understand where profit is generated, where money is spent, and which financial indicators to consider when making decisions about growth or financing.

Discuss business finances → Three service areas

Three areasAnalysis, budget, cash flow

FormatOne-off review or ongoing support

DataStart with the data you already have, even if incomplete

The problem is not a lack of data, but a lack of clarity. Most companies already have reports, bank statements and figures in their accounting system. What is missing is the connection between them: which business activities actually generate profit, where the risk of a cash shortfall lies, and which figures you can rely on when making a decision. My task is to turn what already exists into concrete conclusions and practical recommendations.

Do you recognise yourself?

Signs that it is time to take control of your finances

None of these points is a disaster on its own. But if several apply, decisions in the company are probably being made without a clear financial basis.

You do not know where the money is going
Revenue is growing, but the company is not becoming more profitable
There is constantly not enough money, even in good months
It is unclear what exactly is reducing overall efficiency
There is no confidence about whether you can afford to hire staff or expand
You do not have figures or indicators showing the company's trends
It is unknown how the company’s figures look compared with competitors
There is no reliable data for negotiations with a bank or investor

Three areas, one result

One view of the business from three angles

Each direction is a standalone service and answers its own question. They can be ordered separately, and together they form a more complete picture: what is happening with the business now, where everything is heading — and whether there will be enough money to reach the goal.

Looking back and inside

Financial analysis

What in the business actually generates profit, where the cash risks are, and what can be improved right now.

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Looking at the whole year

Budgeting and forecasts

A realistic plan for the year and a regularly updated forecast that keeps the company informed about what is actually happening.

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Looking at the coming weeks

Cash flow forecast

Whether there will be enough money in the account in a month and in three months — so you do not find out at the last moment.

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DIRECTION 01

Financial analysis

I establish the relationships between the items of the balance sheet, the profit and loss statement and the cash flow statement — and turn “raw” figures into conclusions that can be used to make decisions.

True profitability

Shows which products, services or units actually create value — not only in terms of revenue — so that resources can be directed where the return is higher.

Early identification of cash risks

Helps to notice a shortage of money in time, which can occur even in a profitable business.

Hidden inefficiency

Reveals losses, underutilised resources and weak points in operations that quietly reduce profitability.

Data-based decisions

Supports decisions on investments, cost cutting, pricing and resource allocation with evidence, not guesses.

Comparison with targets and the market

Allows results to be compared with planned indicators and industry benchmarks — revealing strengths, deviations and realistic reference points.

A stronger case for financing

Cash flow forecasts, break-even analysis, ROI calculations, risk assessment — the information investors and banks ask for.

The result is a summary report, trend analysis and practical recommendations: a concrete list of what is worth changing.

DIRECTION 02

Budgeting and forecasting

The budget sets the goal for the year. A forecast is a regularly updated estimate of what will actually happen, taking into account current trends. Together they make it possible to notice deviations from the plan in time and adjust course, instead of reviewing the results at the end of the year.

Cash flow predictability

Shows inflows and outflows in advance — to avoid cash gaps and arrange financing in time.

Realistic targets

Revenue and cost targets based on historical data, strategy and the current market situation — not wishes.

Performance control

Regular variance analysis shows where and why the result diverged from the plan — early enough to make corrections.

Scenario readiness

Models of the best, worst and most likely outcomes, including seasonal and market fluctuations.

Investor and bank confidence

A clear budget and regularly updated forecasts demonstrate financial discipline and a realistic path to the goals.

Ongoing flexibility

Rolling forecasts, cash flow projections, KPI tracking and sensitivity analysis keep the plan up to date.

Suitable for companies at different stages: startups — to manage the pace of spending and growth; small and medium-sized businesses — to balance growth and cost control; larger companies — to prepare models for the board; non-profit organisations — to align expenditure with funding cycles.

DIRECTION 03

Cash flow forecast

The annual budget answers the question “where are we going”. The cash flow forecast answers a narrower and more urgent question: will there be enough money in the account in two weeks, in a month, in a quarter — and if not, exactly when will the shortage occur?

Shortfall visible in advance

A cash gap is visible weeks or months ahead — there is time to postpone a payment or arrange financing in advance.

Real, not averaged timing

Takes into account when customers actually pay, not when the invoice is issued — and when the company pays suppliers and the government.

Updated according to the facts

The forecast is recalculated as new data arrives — it remains a working tool, not a “plan on paper”.

Helps with seasonality

Shows which months will have a shortage of cash and which will have sufficient funds, allowing larger payments to be planned in advance.

The direct method is used — based on your actual expected receipts and payments, not on averaged figures from the profit and loss statement.

How the cooperation works

From the first conversation to practical conclusions

Communication

We discuss goals and tasks — what exactly should become clearer as a result.

Data collection

I collect the company’s reports and data. We can start with incomplete documents — anything missing will be filled in during the process.

Analysis

I examine profitability, cash flows, efficiency, risks and compare all with the market indicators.

Report and conclusions

I prepare a report with key indicators and practical recommendations tailored to your situation.

Next steps — as needed

A one-off review — or regular (monthly, quarterly) assessment of indicators.

Format of cooperation

Corresponds to the task, not a template

One-off review

In-depth examination of a specific issue — profitability, budget or cash flow — with a report and recommendations.

Periodic review

Monthly or quarterly assessment of indicators so that deviations from the plan can be noticed in time.

Ongoing support

Regular work with the company’s finances — analysis, budget and forecasts are updated as the business changes.

Get started

Shall we discuss your business finances?

Tell me what is currently unclear in the company’s figures — low profitability, shortage of money, a pricing question or preparation for a conversation with the bank. That will make it easier to understand straight away where to start.

abways@abways.lv →