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Training · 02

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Financial Decision-Making for Executives

Weigh profit, cash and investment at the same table.

Duration
2 daysalso as 1 day or 4 half days
Participants
Sized to your teamwe agree the group size together
Method
Interactive workshopcase work, Excel calculations, group work
Trainer

A two-day decision programme for managers who can already read financial statements. Participants assess the price cut, product exit, payment-term request, investment and scenario decisions on a fictional paint manufacturer's 2026 agenda through contribution margin, cash and risk; the programme closes with a role-played board decision meeting.

After the programme, participants

  1. 01

    Separates costs into fixed and variable; calculates contribution margin, break-even and operating leverage and uses them in decisions.

  2. 02

    Calculates the volume change a price cut or increase needs to keep profit unchanged.

  3. 03

    Calculates the incremental effect of dropping a product, customer or line without falling into the allocated fixed-cost trap.

  4. 04

    Calculates the cash and financing effect of payment-term, inventory and supplier decisions; anticipates the cash that growth will need.

  5. 05

    Assesses an investment proposal by net present value, internal rate of return and payback; tests assumptions with sensitivity analysis.

  6. 06

    Builds pessimistic, base and optimistic scenarios; sets early-warning indicators and decision thresholds.

The two days

Day 1

  1. Decision frame: profit, cash and risk
  2. Cost behaviour: contribution margin and break-even
  3. Price, volume and product decisions
  4. Cash and working capital decisions

Day 2

  1. Investment decisions: the time value of money
  2. Scenarios, sensitivity and early warning
  3. The board decision meeting
  4. Decision checklist and close