Chartered accountant Finthesis

Finthesis: Build your forecast and manage your growth#

Finthessis is the reporting, forecasting and business plan platform used by Hayot Expertise to support its clients in their strategic projects: fundraising, bank financing requests, cash flow forecasts or investor reporting.

Why is Finthesis a game changer?#

1. Professional Business Plan: Create a financial forecast over 3 to 5 years, meeting the standards expected by banks and investment funds. Forecast income statement, cash flow plan, break-even point.
2. Automated reporting: Connected to your accounting data, Finthesis generates monthly or quarterly reports with analysis of budget vs. actual discrepancies.
3. Real-time collaboration: Share your dashboards with your associates, investors or banker from a secure interface.

Use cases at Hayot Expertise#

• Business creation: Complete business plan to convince the banks and obtain your credit (BPI, BNP, CIC...).
• Fundraising: Financial data room, valuation, growth forecast for VCs and Business Angels.
• SME management: Comparative monthly reporting (actual vs. budget), monitoring of key KPIs (MRR, CAC, gross margin).
• Restructuring: Post-safeguard plan or post-judicial recovery forecast.

Advanced features#

• Automatic import of accounting data
• Multi-scenario modeling (pessimistic / realistic / optimistic)
• Generation of institutional PDF reports
• Sliding cash flow curves over 12/24/36 months

Our team doesn't just give you the numbers: we analyze them, comment on them and transform them into concrete recommendations for your financial strategy.

A serious forecast is not just a well laid out spreadsheet. Finthesis becomes genuinely useful when a firm connects your commercial assumptions, your cost structure, your working capital requirement and your financing goals into a single, coherent picture. At Hayot Expertise we use it to produce business plans that the director can actually read, that hold up in front of a bank, and that remain usable over time. The tool serves two purposes at once: convincing third parties and steering the business day to day.

The reasoning behind that choice is simple. Your business plan has to match your real bookkeeping, so we reconnect the forecast to your existing figures, your margin and your collection rhythm rather than building something disconnected from reality. Financing is won on the consistency of the file, because banks, investors and partners expect defensible assumptions, not an optimistic projection. And the forecast has to stay alive after the loan or the round closes, which is exactly when a budget versus actual view earns its keep.

A solid model rests on several streams brought together rather than treated in isolation. We start from historical accounting and real trial balances to avoid a plan built on thin air. We then ground the revenue side in the sales pipeline, the order book and pricing, so the assumptions can be defended. Payroll, capital expenditure and financing needs are modelled together, because hires, investments, debt and working capital interact. Finally, monthly reporting keeps the model tied to your closings, which is where the forecast keeps its value over the long run.

Our method follows a clear sequence. First we audit your starting assumptions: pricing, sales cycle, margin, recruitment, capex, working capital and the collection schedule. Then we build several financial trajectories inside the platform that an outside financing partner can understand at a glance, with a central case framed by a cautious variant and a more ambitious one. Next we turn the file into a monitoring tool, reading the variances and updating the scenarios when the context shifts. Finally we link the reporting back to your accounting and management dashboards so that no parallel set of figures can creep in.

A few recurring mistakes are worth naming. A business plan without explicit assumptions convinces no one, neither a bank nor an investor nor your own management committee. Underestimating working capital or the pace of collections remains one of the most frequent weaknesses in financing files. Failing to refresh the forecast once a loan or a round is signed makes it stale very quickly. And letting uncontrolled spreadsheets multiply destroys trust in the numbers and slows down every decision.

The right moment is as early as possible: as soon as a loan, a fundraising, the creation of a subsidiary or an acceleration in growth comes into view. The earlier the thinking begins, the more solid the trade-offs become, and the easier it is to rework or simplify an existing file and bring it back into line with your accounts and your objectives.