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Germany Strategy, M&A
6 years experience
  • Budgets
  • Business Strategy
  • Business Development
  • Due Diligence
  • +27
Hire David
Dublin, Ireland M&A, Private Equity
5 years experience
  • Budgets
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +47
Hire Inga
Fresno, CA, USA Strategy, M&A
11 years experience
  • Budgets
  • Financial Modeling
  • Business Strategy
  • M&A
  • +10
Hire Kanchan
Berlin, Germany FinTech
10 years experience
  • Budgets
  • Business Strategy
  • Business Development
  • Project Management
  • +1
Hire Tiana
France Strategy
7 years experience
  • Budgets
  • Business Strategy
  • Business Development
  • Competitive Analaysis
  • +1
Hire Barbara
Greater Boston Strategy, M&A
15 years experience
  • Budgets
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Deena
Austria Strategy, FinTech
5 years experience
  • Budgets
  • Financial Modeling
  • Business Strategy
  • Business Development
  • +4
Hire Dilyan
Amsterdam, Netherlands Strategy, M&A
5 years experience
  • Budgets
  • Financial Modeling
  • Business Strategy
  • M&A
  • +4
Hire Raman
Fintalent's budget experts and budget consultants can help you with everything from balancing a checkbook, cash-flow management, opening and maintaining account, debt reduction and management as well as insurance, investing and even tax preparation.

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Frequently asked questions

What clients usually engage your Budgets 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 Budgets 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 Budgets professionals, highly specialized within their domains. We have streamlined the process of engaging the best Budgets talent and are able to provide clients with Budgets 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 Budgets professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Budgets 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 Budgets consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Budgets 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 Budgets 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 Budgets 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.

We are a community-based M&A staffing platform.

With our platform, you can fill full-time M&A roles, or staff your team with a Budgets expert when you need an extra hand.

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Everything you need to know about Budgets

What is a budget?

A budget is a plan to allocate limited resources to enable an individual or firm achieve their long-term goals. Budgeting helps keep track of expenses and income over time and uses this information in planning for the future. It can be as simple as writing down or tracking spending, or it can involve many complex calculations on spreadsheets.

Budgeting can be done by individuals, businesses, families, churches, nonprofits and more. However they are all designed to help individuals use their scarce resources wisely so they can reach their goals in life while still having enough left over for emergencies or future investments. A budget may also take into account the time value of money as well as risks associated with making these decisions.

Types of budgets

Different types of budgets can have many different purposes depending on the type; being careful not only means understanding what a firm’s goals are but why they need to be met given these conditions. Sometimes a firm may want to control for the way in which it invests its funds; otherwise, it can make some investment decisions without this aim. Other times, however, firms will want to limit their investment choices because of their financial position or because of other operational goals that they have.

A common objective in all budgets is to have one that preserves or maintains resources and minimizes investments while maximizing cash flows. Minimizing investments while maximizing cash flows typically means choosing the least cost input with respect to cash flow (cash flow maximization). If a firm has multiple projects to choose from, it may need to minimize the investments in a project while maximizing the cash flow of the project. Budgets can be used not only for investment decisions but also for operational expenses.

For operational budgets, firms will want to determine what level of output or sales is most profitable for them to produce. For example, if a firm produces goods with short lifespans and must make new investments quite often, it may want to keep its inventory levels low so as not to have excess inventory put up for disposal. In this case, firms would be focused on reducing costs related to production because production costs are high relative to sales revenue and sales revenue would increase if more units were produced.

Budgets for businesses

Since a business’s budget is often used to inform the firm whether they should make an investment or not, they show that even if a firm is looking at the future, a business still needs to know what its financial position looks like today. It may also help the firm decide how it should take on risk and in what direction.

There are various types of budgets in organizations. The financial budget (also called the accounting budget), refers to the budget of a company that is prepared by an accountancy firm. The general ledger (GL) budget refers to the budgets that are prepared in order to show how the expenses of each department, division, or division all contribute towards the overall performance rating of a company. This type may be prepared according to some set standards, or it may be self-created. The operational budget is a simple financial statement that focuses solely on revenue and expenses during a specific period of time.

Managing budgets

A functional manager often has his own idea of what should be included in his functional or departmental budget. This type may be prepared according to some set standards, or it may be self-created.
A non-functional manager may often have his own ideas in the non-functional or departmental budget. This type may be prepared according to some set standards, or it may be self-created.

The general budget is based on a financial goal for the company and usually does not depend on any of the individual departments and their budget needs. A management budget is formulated independently of any other budget and usually depends on the revenue and expenses of one specific department.
In most cases the budgets are designed with a view to establishing a future financial plan (e.g., revenue, cost of goods sold, expense.

In some organizations budgets are prepared every month; in others, every quarter or every six months. Sometimes there is a need to prepare budgets to be used for planning purposes only (e.g., fiscal year).
Budgeting facilitates decision making by providing information about the future that can be compared with the actual performance of the financial position during the same period of time and can be used as a prediction tool.
A budget should represent a goal, not an exact financial plan. The budget should also consider economic risks and should show clear actions required to achieve these goals.
The main role of budgets and also financial statements is to communicate. Any firm that uses a budget should also publish and communicate its financial status so that the employees are informed about the company’s planning, performance, goals, and risks. These communications should include a description of how the budget and financial status were put together.
A main objective of a company’s budget should be to maintain or increase its financial position, without which it cannot grow and develop. A budget should include forecasts for the current period and for future periods. This will help predict how well the company will do in future or during certain periods, based on past performance, what is needed for achieving the goals (revenue, profit, etc.
Budgets should be structured to enable the company’s management, employees and the board of directors to keep track of performance and the status of budgeted items. Each item in a budget needs to be related to something similar (i.e., every dollar spent on salaries is related to salaries).

Key Features of Organizational Budgets

  1. An item in a budget should be related to something similar in the past.
  2. A budget must have clearly defined objectives and measurable goals.
  3. A budget must be prepared by someone who is familiar with the department or division that he is planning for, and not by an outsider or someone who has no knowledge of this field (e.g., an accountant).
  4. A budget should not be too ambitious and it should consider the risks involved in achieving certain goals (e.g., if there are no profits for one year one may not increase profit for the next year, especially if there are major changes involved).
  5. All planned actions should be related to the “percentage” at which each item will increase or decrease.
  6. It is important that a company’s management and board of directors are aware of what the budget shows and their understanding of how this information is linked to the financial goal, expected cost efficiencies, etc.
  7. A budget should be prepared in good time before the actual period to enable it to be maintained or corrected if needed.
  8. A budget should not just show what action will be taken but what action is required on top of this action in order for it to be achieved (e.g., increases in sales and profitability).
  9. The following information should be included in a budget:
    a. the amounts, including net income for each department;
    b. amount of sales and cost of goods sold;
    c. costs (e.g., salaries, cost of goods sold);
    d. other costs (materials, depreciation and maintenance).
    e. forecasted expenses and revenue;
    f. profit or loss;
    g. non-profit activities and whether these will be funded by the company’s management or by donations from outside sources.
    h. if the budget can be altered, after the actual period.
  10. In case of major changes or losses the provisions in the budget should be made accordingly (e.g., profit may be reduced by a certain amount and only then may expenses actually rise).
  11. A budget must contain a section explaining how all budgets are prepared, how they are revised and what prevents various people from making unplanned changes (e.g., if there is a change in personnel, or if one department or another becomes larger or smaller than expected).
  12. Budgets should not just mention certain numbers but must show how the numbers are derived accordingly to derive predicted results for the current period, for future periods and from past performance (e.g., net income was $50,000 in January but the budgeted amount for February was only $40,000. This may be because of lower revenue or higher costs).
    The budget process can be divided into three stages:
  13. The initial stage, which involves preparing a budget before starting any new project or implementing any change in activities (or if there is some uncertainty about what will happen).
  14. The intermediate stage, which involves updating the budget at various stages and after taking action based on actual performance.
  15. The final stage, which involves issuing a final budget that takes into account the results from the previous stages (e.g., when there is a change in personnel or if one department becomes larger than expected).

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Case studies

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»I’ve experienced the struggle to staff talent with real industry expertise firsthand. Fintalent solves that gap with super fast staffing for M&A projects, and offers a sustainable project pipeline for professionals as well.«

Valentín Rivas Vera
Strategy Director at Lyntia​

»Fintalent was able to provide consulting advice in very little time for one of our latest M&A projects. The support was hands-on, pragmatic and of high quality and was as a result critical to advance the project we were not able to properly address in the classical way.«

Dr. Fabian Kley
Dr. Fabian Kley
Head of Group Strategy and M&A at MAN Energy Solutions SE

»Fintalent gives me access to high potential strategy and M&A professionals, efficiently and fast. Their quality is unmatched in the industry. Fintalent is here to fundamentally change the way companies run high-impact M&A projects.«

Melik Salmi
Seyfi Melik Salmi
Senior Director Corporate Development & Strategy at SAP