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Atlanta, GA, USA Strategy, M&A
3 years experience
  • Budget Process
  • Business Strategy
  • M&A
  • Business Development
  • +3
Hire Mehmet
București, Румыния Strategy
1 years experience
  • Budget Process
  • Due Diligence
Hire Cristian
Cologne, Germany Strategy, M&A
4 years experience
  • Budget Process
  • Financial Modeling
  • Business Strategy
  • M&A
  • +15
Hire Valentin
Strategy, Investment Management
8 years experience
  • Budget Process
  • Business Development
  • Project Management
Hire Sadaf
Madrid, Spain Strategy, M&A
5 years experience
  • Budget Process
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Borja
Madrid, Spain Strategy, Venture Capital
6 years experience
  • Budget Process
  • Financial Modeling
  • Business Strategy
  • Business Development
  • +11
Hire Pablo
London, UK Strategy, M&A
9 years experience
  • Budget Process
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Juri
Barcelona, Spain Strategy, Private Equity
8 years experience
  • Budget Process
  • Business Strategy
  • Corporate Finance
  • Financial Analysis
  • +4
Hire Nikolai

What do Budget Process consultants do?

Our Budget Process consultants help businesses develop a strategic budget that enables their growth ambitions and other business goals.

The world's largest network of Budget Process consultants

Fintalent is the invite-only community for top-tier independent M&A consultants and Strategy professionals. Our Fintalents serve clients in North America, LATAM, Europe, MENA, and APAC.

Hire global freelance M&A consultants and Strategy experts with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent M&A advisors and Strategy specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!

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Why should you hire Budget Process experts with Fintalent?

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Every Fintalent has been vetted manually.

Ready in 48h​​​

Hire efficiently. Your M&A team is ready in 2 days or less.​​​​

Specialized Skills​

Fintalents are best-in-class - and specialized in 2,900+ industries.​

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We guarantee highest integrity and ethical principles.​​​

Frequently asked questions

What clients usually engage your Budget Process Consultants?

We work with clients from all over the world. Our clients range from enterprise and corporate clients to companies that are backed by Private Equity or Venture Capital funds. Furthermore, we work directly with Family Offices, Private Equity firms, and Asset Managers. Most of our enterprise clients have dedicated Corporate Development, M&A, and Strategy divisions which are utilizing our pool of Budget Process talent to add on-demand and flexible resources, expertise, or staff to their in-house team.

How is Fintalent different?

Fintalent is not a staffing agency. We are a community of best-in-class Budget Process professionals, highly specialized within their domains. We have streamlined the process of engaging the best Budget Process talent and are able to provide clients with Budget Process professionals within 48 hours of first engaging them. We believe that our platform provides more value for Corporates, Ventures, Private Equity and Venture Capital firms, and Family Offices.

Our Hiring Process – What do ‘Community-Approach’ and ‘Invite-to-Apply’ mean?

‘Invite-to-Apply’ is the process by which we shortlist candidates for the majority of projects on our platform. Often, due to the confidential nature of our clients’ projects, we do not release projects to our whole platform but using the matching technology and expertise of our internal team we select candidates who are the best fit for our clients’ needs. This approach also ensures engagement with our community of professionals on the Fintalent platform, and is a benefit both to our clients and independent professionals, as our freelancers have direct access to the roles best suited to their skills and are more likely to take an interest in a project if they have been sought out directly. In addition, if a member of our community is unavailable for a project but knows someone whose skill set perfectly fits the brief, they are able to invite them to apply for the role, utilizing the personal networks of each talent on our platform.

Which skills and expertise do your Fintalents have?

The Fintalents are hand-picked and vetted Budget Process professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Budget Process consultants’ experience ranges from 3+ years as analysts at top investment banks and Strategy consultancies, to later career C-level executives. The average working experience is 6.9 years and 80% of all Fintalents range from 3-12 years into their careers.

Our Budget Process consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Budget Process talent pool stand out is the fact that they have technical backgrounds in over 2,900 industries.

How does the screening and onboarding of your Budget Process talent work?

Fintalent.io is an invite-only platform and we believe in the power of referrals and a closed-loop community. Members of our community are able to invite a small number of professionals onto the platform. In addition, our team actively scouts for the best talent who have experience in investment banking or have worked at a global top management consultancy. All of our community-referred talent and scouted talent are subject to a rigorous screening process. As such, over the last 18 months totaling more than 750 hours of onboarding calls, of which only 40% have received an invite-link after the call.

What happens if I am not satisfied with my Budget Process consultant’s work?

During your initial engagement with a member of our Fintalent talent pool with no risk. If you are not satisfied with the quality of your hire for any reason then we are able to find a replacement at short notice. There is no minimum commitment per project, but generally projects last at least 5 days and can last 12+ months.

Everything you need to know about Budget Process

Typically, after determining whether a business has synergy with one another, businesses will decide to combine by negotiating an acquisition or merger agreement. After this agreement is reached, credit committees at both companies work to approve the deal by evaluating while keeping in mind profit margins and return on investment (ROI). The next step is to seal the deal by working out any last minute details that have come up in these negotiations.

Budgeting is the process of forecasting revenue and expenses for a period of time. In order to effectively set a budget, you must first define how much revenue and how much expenses you expect to receive during that period of time. The agreement will then be determined by these forecasted numbers.

The price for acquiring another business should closely match the forecasted revenue expectations in the acquisition agreement. The great part about doing this is that it creates more value for both parties because the company’s P&L (Profit & Loss) statement will reflect fair market value by incorporating both companies’ forecasted metrics into it.

Budgeting has been shown by budget process consultants to increase ROI by improving forecasting capabilities and project performance as a whole. When companies budget well, they begin planning sooner in the year, which allows them to develop a better plan with more accurate expectations of revenue and expenses. This also allows companies to create realistic budgets for product development, which helps with resource allocation, forecasting, and development of new products or services.

In the process of M&A, an acquisition is essentially “buying” the company from its owners. To do that, you must pay for their stock (not necessarily all of it) or take on debt with the bank. An acquisition always involves the acquisition price, which is the amount it would cost to buy another business. The key part of the acquisition process is to negotiate with other companies and find a fair price.

In a strategic financing process like mergers and acquisitions (M&As), the budget is the first step in planning how to achieve success. The budget is the final overview of a company’s financial plan for capitalizing an acquisition, it serves as a guideline for what makes sense to do and how much money this will cost. The budget also formulates which assets will be sold off, what can be retained, and what new investments are going to take place during this process.

There are a variety of different types of budgets that M&A professionals use including: proforma budgets, project pipelines, scenarios-based budgets and hybrid budgets. In this blog post you’ll discover which type might be best for your situation.

Proforma budgets are used to forecast a company’s financial statements. They are important because they give the investor insight into how the acquired company’s assets and liabilities would be treated in the case an acquisition was made. Proforma is a Latin word meaning “for the sake of form” or “as a matter of form”, indicating an action done in accordance with established rules, rather than for any useful result. The proforma income statement includes all expenses related to running the business, regardless of whether or not it has been incurred yet. The proforma balance sheet lists all assets, liabilities and equity balances as if they have been acquired. It includes all of the assets and liabilities assumed from the proposed acquisition target, including intangible assets and any outstanding liabilities.

Proforma budgets can be used to make assumptions about the future that are believed to be reasonable. The proforma income statement is a set of forecasted results that reflect changes that will occur in a company’s operations due to the acquisition. Proforma financial statements are designed to include the effects of an acquired company’s previous year-end balance sheet and income statements, as well as changes in working capital and long-term debt due to an acquisition or merger.

A proforma budget is only as useful as the assumptions and projections used to generate it. The proforma budget might not include key information that the deal’s financial advisor believes is essential for an investor to make an informed decision whether or not to recommend their investment. For example, if the acquired company had a strong balance sheet and projected revenue growth, but you didn’t take into account that they were in the process of developing numerous new products and licensing agreements with other companies all over the globe, your forecast may be conservative.

An investor can input assumptions into a proforma budget by inserting assumptions into spreadsheets or through a programming language like Microsoft Excel. Proforma financial statements are commonly used to assist the buyer in determining how much it is going to take to close the deal.

Project pipelines are used during M&A due diligence and consist of a series of finance scenarios depicting how an acquisition might play out through the completion of the process. A good M&A/finance professional will compile as many scenarios as possible that depict all possible outcomes from the acquisition including: seller financing, seller equity, seller debt, seller cash and other items such as confidentiality agreements or termination clauses in the event that one or both parties decide not to complete the transaction. These scenarios could include multiple potential paths for achieving break-even by different combinations and timing of expenses. For example, analyst firms such as Maxim Group have been known to include up to ten different scenarios.

A key benefit to project pipelines is that they create greater transparency when it comes time for the acquisition’s financial advisor to give the seller and lead investor a sense of what their exposure may be during due diligence. In the example above, if your company was in discussions with a private equity firm over an acquisition, you would want them to be able to see what your exposure might be under each scenario and how it relates to their investment.

Project pipelines are similar to proforma budgets but differ in a few areas. First, for each scenario, the project pipeline will determine what information is important to include in the report. Project pipelines are typically much more detailed than proformas as they list all of the key items such as date -of-close, break-even, intangible assets and other details that will be needed for analysis and reporting. Second, projects pipelines can include assumptions about future events that are not included in the proforma budget. These additional assumptions might be needed to ensure that transactions are completed at an acceptable price or that certain specified timescales can be met.

A hybrid budget is a balanced budget that incorporates elements from each type of budget. Hybrid budgets combine elements from fixed and variable budgets in order to provide a more accurate view of a project’s potential impact on the acquired company’s operations. A hybrid budget can be constructed at various stages in the acquisition process, for example:

When deciding which assets can be retained or sold, the company might use proforma and project pipelines. The buyer may also use simulations of future transactions using different scenarios as part of their due diligence. These scenarios are created by a combination of fixed and variable budgets as well as assumptions such as revenue growth and market share achieved during the deal.

The idea for a hybrid budget has its roots in dynamic or flexible budgets. Dynamic or flexible budgeting is a budgeting system that shows how money is to be spent and the impact of spending changes on future revenues and costs. Conventional budgets focus more on form than substance, while dynamic/flexible budgets focus more on substance than form. As one of several alternatives to traditional forecasting, dynamic/flexible budgets can be used at almost any stage of the M&A process:

During due diligence, dynamic/flexible budgets are often used by financial advisors to help determine payback periods and other metrics necessary for the buyer to assess the initial investment opportunity. Retailers are more likely to use hybrid budgets for the same reason.

If the buyer is evaluating a deal for introduction to their board of directors, it might feel like the company’s senior management team has been keeping things from them. In this case, a consultant can help by creating a dynamic/flexible budget such as a revenue and profit forecast. A dynamic/flexible budget enables companies to develop internal forecasts as well as evaluate forecasts from external sources. An internal dynamic/flexible is easier to digest for senior management teams, who are concerned about long-term results rather than short-term concerns such as quarterly operating performance.

A company could use a dynamic/flexible budget to determine whether the purchase would pay off before investing the money. A dynamic/flexible budget enables an organization to see where the benefits of a deal outweigh its costs or risks. This can be useful when making major decisions such as whether to invest in an acquisition, new products or equipment, or other items.

An important thing to keep in mind is that there is no one-size-fits-all approach when it comes to acquiring other businesses. It all depends on several factors such as your company’s size, industry, location, etc.

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Hire the best Budget Process specialists in 2,900+ industries

Fintalent is the invite-only community for top-tier M&A consultants and Strategy talent. Hire global Budget Process consultants with extensive experience in over 2,900 industries. Our platform allows you to build your team of independent Budget Process specialists in 48 hours. Welcome to the future of Mergers & Acquisitions!