Model the decision before you commit the capital.

Financial modelling services in Dubai and across the UAE for businesses evaluating growth, funding and investment decisions. We connect commercial assumptions to profit, cash, funding requirements and risk so you can test the financial consequences before acting.

WHEN THE DECISION OUTGROWS THE SPREADSHEET

A forecast can extend the numbers. A model must explain what changes them.

Businesses often have projections that appear precise but do not reconcile profit, the balance sheet and cash. The workbook may show a result without revealing which operating assumption produced it, how much funding the plan requires or what happens when delivery does not follow the base case.

A decision-ready financial model makes those relationships visible before management commits capital or presents the plan to another stakeholder.

Growth or expansion

Test the financial effect of a new location, market, product, service line, capacity increase or hiring plan before resources are committed.

Funding or capital planning

Estimate when funding is required, how capital will be used and how different operating outcomes affect runway, repayment capacity or future funding needs.

Investment or business case

Connect commercial assumptions, costs, working capital, capital expenditure and financing to the expected financial outcome of a proposed decision.

Existing model review

Review structure, formula logic, assumptions, scenario behaviour and outputs before management continues to rely on the model for a material decision.

HOW THE MODEL CARRIES THE DECISION

A useful model traces the decision from operating reality to financial consequence.

Good decisions start with the right question, tested against what truly drives the business and the financial impact that follows.

DECISION

Define what is being considered.

BUSINESS DRIVERS

Identify what genuinely moves performance.

FINANCIAL LOGIC

Trace the impact through profit, balance sheet and cash.

PRESSURE TEST

Expose the assumptions capable of changing the conclusion.

DECISION OUTPUT

Show what management needs to know before acting.

If one changed assumption produces an unexplained result, the model is not yet under control.

A credible decision model should make clear which assumptions can change the outcome, how the consequences flow through the financials and when management would see the impact.

HOW WE ENGAGE

The engagement is shaped around the decision the model must support.

BUILD A NEW MODEL

Create a decision-specific model using agreed historical information, commercial drivers, assumptions, time horizon and stakeholder requirements.

REVIEW AN EXISTING MODEL

Assess structure, formula integrity, inputs, financial-statement links, scenario behaviour and whether the outputs remain fit for the intended decision.

TEST SCENARIOS & SENSITIVITIES

Test how changes in growth, pricing, costs, capacity, working capital, capital expenditure and funding affect the financial outcome.

PREPARE DECISION OUTPUTS

Present assumptions, constraints, sensitivities and outputs in a form management can interrogate, update and use.

IMPORTANT The model may support a funding, investment or transaction discussion, but it does not guarantee funding or replace the independent review performed by investors, lenders or other stakeholders.

If the decision is already defined, Contact Us to confirm the required model scope.

WHAT MAKES A MODEL RELIABLE

A model is not decision-ready merely because the spreadsheet balances.

A reliable financial model shows how profit, cash and funding requirements respond when key assumptions change, not just what the base case predicts.

Traceable

Inputs, calculations and outputs are clearly separated so a reviewer can trace how each result was produced.

Integrated

Profit, the balance sheet and cash respond consistently when an operating or financing assumption changes.

Stressable

Scenario and sensitivity analysis can be applied without hidden overrides, unexplained balancing items or unreliable outputs.

Updateable

Actual results and revised assumptions can be incorporated without reconstructing the workbook or breaking its logic.

Usable

The intended users understand the model's purpose, key assumptions, limitations and the outputs that matter to the decision.

PRACTITIONER NOTE

The most damaging weaknesses are often not complicated formulas. They are undocumented assumptions, inconsistent timing and outputs that cannot be traced back to operating drivers.

WHAT THE ENGAGEMENT PRODUCES

A financial model should be built
to understand, test and use.

Purpose-built financial model

Clearly separated assumptions, calculations and outputs

Integrated financial statements

Income statement, balance sheet and cash flow projections where required by the decision

Decision analysis

Base, downside and upside scenarios with targeted sensitivity and break-even analysis

Assumptions register

Sources, management judgements and areas of uncertainty

Management output

Key drivers, constraints, funding implications and decision points

Model guide and handover

Guidance and handover for the agreed users

Final deliverables are agreed around the decision, available information and required level of review.

BUILT FOR UAE OPERATING REALITY

UAE financial assumptions belong in the model, not in a disclaimer.

TaxVAT | Corporate Tax | Free Zone | eInvoicing

VAT

Model the timing and recoverability of VAT where it affects projected cash flows, working capital or the economics of the decision.

Corporate Tax

Reflect the projected Corporate Tax charge and related cash impact using the tax assumptions established for the business.

Free Zone treatment

Reflect QFZP treatment only where the relevant Free Zone Corporate Tax position has been separately established and is appropriate to the model.

eInvoicing

Include implementation timing, provider or system costs and related operating assumptions where the UAE eInvoicing requirements are material to the forecast period or decision.

Excise Tax

Include sector-specific Excise Tax assumptions where they materially affect pricing, margins, inventory or cash.

PeoplePayroll | Emiratisation | Benefits | Mobility

Payroll & WPS

Reflect salary timing, payroll processing and WPS-related payment requirements where applicable.

Emiratisation

Consider workforce mix, hiring plans and related employment-cost assumptions where Emiratisation requirements affect the business.

End-of-service benefits

Model gratuity or alternative Savings Scheme assumptions where they affect employee-cost accruals or cash requirements.

Health insurance

Include employer-funded health-insurance costs where applicable to the workforce being modelled.

Recruitment, visas & mobility

Reflect recruitment, visa, onboarding and employee-mobility costs where material to hiring or expansion plans.

Working capitalCollections | Suppliers | Inventory | Customs

Customer collections

Model collection timing, receivable behaviour and changes in customer payment terms.

Supplier terms

Reflect supplier payment timing, available credit terms and changes in purchasing behaviour.

Inventory & operating cycle

Model inventory holding, replenishment, fulfilment and operating-cycle assumptions where relevant.

Imports & customs

Include import timing, customs duties and landed-cost assumptions where they materially affect cost or cash.

Trade timing

Reflect material lead times, shipment or fulfilment timing where they change working-capital requirements.

FundingFacilities | Shareholder funding | Covenants | Currency

Bank facilities

Reflect facility limits, drawdowns and other relevant financing terms.

Shareholder funding

Model shareholder funding, capital injections or related repayment assumptions where required.

Interest & repayment

Reflect financing costs, repayment schedules and their effect on cash requirements.

Covenants & liquidity

Include relevant facility constraints, liquidity requirements or financing conditions where they can affect the decision.

Currency exposure

Reflect AED and foreign-currency assumptions where exchange-rate movements can materially affect revenue, costs, funding or cash.

Operating footprintPremises | Capex | Licences | Setup costs

Premises & leases

Reflect office, warehouse, retail or operating-site commitments where they affect expansion or operating costs.

Fit-out & equipment

Model expansion, replacement or other capital-expenditure requirements relevant to the decision.

Licence & renewal costs

Include material business-licence, jurisdictional or recurring operating fees where applicable.

Establishment & mobility costs

Reflect establishment, visa and related setup expenditure where material to the plan.

Depreciation & replacement

Connect material capital expenditure to depreciation, replacement cycles and financial-statement impacts where required.

Business structureEntity flows | Related parties | Transfer pricing | Cross-border

Entity structure

Reflect Mainland, Free Zone or group-entity arrangements where they materially change financial flows.

Intercompany arrangements

Model related-party funding, management charges, service charges or settlement assumptions where relevant.

Transfer pricing

Reflect arm's-length assumptions for material related-party transactions where relevant to the model.

Cross-border factors

Include material overseas funding, foreign subsidiaries, international customers, suppliers or contractual arrangements where they affect the financial outcome.

Regulatory requirements

Reflect capital, liquidity, licence or other financial requirements where applicable to a regulated business.

Only material assumptions should be modelled. Local requirements belong in the model when they can change profit, cash, funding or the decision itself, not simply because they exist.

FINANCIAL LOGIC IN THE CONTEXT OF THE BUSINESS

The model should reflect how the business operates and makes decisions.

We bring financial modelling together with accounting, financial reporting, UAE tax and strategic finance expertise. This helps connect commercial assumptions, accounting relationships, cash movements and decision outputs within one coherent model.

Commercial drivers

Revenue, pricing, volume and operating assumptions.

Accounting logic

How operating activity flows through the financial statements.

Cash mechanics

Receipts, payments, working capital and funding.

Decision outputs

Measures used to compare alternatives and make decisions.

50+ years combined finance experienceACAACCACMAFMVA® certification holderBig Four experienceDirect senior involvement

RELATED CASE STUDY

Financial Modelling to Support a Dubai Hotel Acquisition

See how financial modelling and scenario analysis supported a 4-star hotel operator’s acquisition of an additional 125-key hotel.

Read the case study

FREQUENTLY ASKED QUESTIONS

Questions about financial modelling services.

What is a financial model?

A financial model is a structured representation of how business assumptions affect future financial results. Depending on its purpose, it may connect operating drivers with projected profit, the balance sheet, cash flow, funding requirements and scenario outcomes. The model is based on agreed information and assumptions. It supports analysis but does not guarantee that the assumptions will occur or that the underlying business decision will succeed. Any independent market, legal, tax or technical verification must be separately agreed.

When does a business need a financial model?

A purpose-built model becomes useful when management is evaluating a material decision that cannot be understood reliably through a simple budget or static projection. Common situations include expansion, funding, capital expenditure, a new product or service, pricing changes, investment and business-case assessment.

What information is required to build a financial model?

The required information depends on the decision. It may include historical financial statements, management accounts, operational data, pricing and cost assumptions, customer and supplier terms, staffing plans, capital expenditure, contracts, financing terms and management's proposed scenarios.

Can Haseeb & Partners review an existing financial model?

Yes. The review scope can cover model structure, formula logic, assumptions, statement integration, scenario behaviour, outputs, updateability and whether the model remains suitable for the intended decision.

Is financial modelling the same as budgeting and forecasting?

No. Budgeting & Financial Forecasting establishes the annual plan, recurring forecast cycle, assumptions and performance review process. Financial Modelling builds or reviews a purpose-specific model for a defined decision, transaction or scenario. The two may interact, but they have different engagement objectives.

Can a financial model support discussions with investors or lenders?

The model can be structured to support agreed internal or external stakeholder requirements. It does not guarantee funding, replace stakeholder due diligence or represent an independent investment recommendation.

What determines the scope and fee for a financial modelling engagement?

The main factors are the decision being supported, model complexity, condition of the available data, number of entities or scenarios, required outputs, stakeholder-review process and whether an existing model can be used. Haseeb confirms the scope after reviewing these factors.

How long does a financial modelling engagement take?

The timetable depends on the purpose, information quality, model complexity, number of scenarios and stakeholder availability. We confirm a realistic timetable after the initial review rather than applying one duration to every engagement.

START WITH THE DECISION

Start with the decision,
not the spreadsheet.

Tell us what the business is evaluating, when the decision is required, what information is available and who will rely on the output. We will confirm whether Financial Modelling is the right fit and what the engagement would need to cover.

Discuss your decision