Project reports and CMA data
Funding and transactions
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On demand
A project report should show how an investment will operate, how it will be funded and whether the business can meet its cash commitments. The supporting model must connect those answers: a change in sales, commissioning date or debt terms should flow through profit, working capital, cash and repayment.
TheTaxCo prepares project reports, financial projections and Credit Monitoring Arrangement (CMA) schedules for the purpose agreed with you. The work can support a new project, expansion, working-capital assessment or renewal. We establish the lender’s required format and forecast period before building the schedules.
Establish the project and the opening position
For a new project, the starting point is the proposed activity, location, capacity, implementation programme and cost. For an existing business, it also includes actual accounts, current borrowings and the operating cycle. A forecast built on unreconciled opening balances may produce a balanced spreadsheet while misstating the funding need.
We identify which amounts come from quotations, contracts, past performance or management estimates. Each material assumption has a source, date and explanation. Sales supported by an order book are distinguished from enquiries or a capacity-based estimate. An unsigned quotation and a committed purchase price do not carry the same certainty.
Missing records do not mean you must abandon the exercise. They determine whether the next step is a feasibility discussion, reconstruction of the financial base or preparation of a lender-ready model.
Match project cost with the means of finance
The cost schedule separates items such as land and premises, plant and equipment, installation, preliminary expenditure, interest during construction and working-capital requirements where relevant. The treatment of taxes, recoveries and financing charges must be consistent with the facts and the lender’s format.
The funding schedule identifies the proposed owner contribution, term borrowing and other confirmed sources. It also shows when each source is available. A project can appear fully funded in total yet run out of cash because a loan drawdown occurs after a major supplier payment.
Model question | Why it matters |
|---|---|
When must each project payment be made? | Determines the cash requirement before operations begin |
When is owner contribution available? | Tests whether the proposed implementation sequence is workable |
Which costs will the lender finance? | Identifies amounts the business must fund separately |
When will commercial operations and collections begin? | Affects interest, operating losses, working capital and repayment capacity |
What happens if implementation is delayed? | Shows additional funding needs and the effect on the debt schedule |
An expected subsidy is identified separately from an approved, receivable or received benefit. Its timing and conditions must be supported before it is treated as dependable project cash. See state subsidies and incentives for that assessment.
Build the operating forecast from business drivers
Revenue is linked to the relevant operating drivers: capacity, utilisation, volume, selling price, product mix, customer pipeline or service delivery capability. Costs follow the business rather than a uniform percentage increase applied to every line.
For a manufacturing proposal, that may mean raw-material consumption, yield, power, staffing, maintenance and rejection rates. For a service business, employee utilisation, billing rates, subcontracting and collection delays may be more useful. Fixed and variable costs are separated where that helps test performance at lower activity levels.
The balance sheet and cash-flow schedules then reflect receivable days, inventory holding, supplier credit, tax payments, capital expenditure and debt movements. Profit is not the same as cash available to repay a loan. A growing business can report profit while requiring more money to fund stock and customers.
Debt service, ratios and downside cases
The debt schedule uses the proposed disbursements, interest basis, moratorium and repayment terms. We calculate the ratios required for the assignment and show the definitions used. Debt service coverage, interest coverage and the current ratio answer different questions; none should be labelled “acceptable” without reference to the lender’s requirement and the underlying cash flows.
CMA schedules are prepared in the requested form and reconciled to the model. Where a lender asks for a specific working-capital assessment or maximum permissible bank finance calculation, its method is used and identified. There is no single presentation that every lender is obliged to accept.
Illustrative sensitivity: if customer collections take longer while sales remain unchanged, receivables and the working-capital requirement rise. The model should show when the cash shortfall arises and whether an additional facility or owner contribution covers it. Raising the projected profit would not solve that collection delay.
Downside cases can test delayed commissioning, lower sales, weaker margins, slower collections or higher borrowing costs. We agree the relevant cases and show what management would need to change. A downside table without a funding response leaves the central question unanswered.
The report and model you receive
You receive the project narrative, project-cost and funding schedules, projected financial statements, lender-specific CMA schedules, debt and ratio calculations, an assumption register and sensitivity analysis. We provide the supporting model and handle lender-requested explanations and revisions, recording the assumptions changed in each version.
The report distinguishes historical results from estimates. Tables use consistent periods, units and rounding; figures in the narrative agree with the model. Each issued version records the underlying assumptions so a later change can be traced through the entire pack.
What should I provide first?
Begin with the project description, proposed location, approximate cost, funding objective and lender format, if available. The detailed request then covers accounts, quotations, sales evidence, operating assumptions, existing facilities and implementation dates relevant to that project.
Can you work with an existing report?
Yes. We first establish whether its figures can be traced to a usable model and current evidence. The engagement can cover identified corrections, a revised scenario or a rebuild where the existing schedules do not reconcile.
Is a feasibility report the same as a loan application?
No. Feasibility examines the commercial and financial assumptions. A lender application adds its credit information, forms and conditions. Bank finance support can be scoped alongside the report if those steps are needed.
Email TheTaxCo, message us on WhatsApp or book a call. Share the project purpose, estimated investment, lender or scheme involved, and the date by which the report is required.