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Two service models for finance and management priorities

Ongoing support maintains recurring business functions. Consulting addresses defined priorities in growth, effectiveness, automation, government relations, and transactions.

Interconnected metal and glass planes
Service architecture

Choose the model based on the nature of the priority—not the name of a tool

Stone terraces and glass as a visual metaphor for financial planning
01 / Recurring delivery

Ongoing support

Ongoing finance and management support: accounting, treasury, budgeting, task control, and internal document workflow, within an agreed scope.

What is included

  • management, statutory, and tax accounting
  • treasury, budgeting, and forecasting
  • recurring reporting and leadership reviews
  • task management and execution control
  • internal document-workflow systematisation

When it fits

  • the owner lacks a coherent financial picture
  • the internal team is overloaded or dependent on individual employees
  • accounting, payments, and budgeting operate separately
  • management decisions do not become controlled tasks
  • documents and responsibilities are spread across different channels

A recurring operating model with clear data, deadlines, accountability, and execution control.

More about this model
Three professionals discussing a task around a table
02 / Project-based work

Consulting

Finance and management consulting: financial models, process improvement, automation, and support for business growth and transactions.

What is included

  • financial modelling and scenario analysis
  • business process optimisation
  • automation selection and integration
  • government relations support
  • financial and management support for M&A

When it fits

  • the economics of a project or investment need to be assessed
  • processes create unnecessary cost, delay, or manual workload
  • the company is preparing for automation or scale
  • engagement with public authorities needs a structured approach
  • the owner is considering an acquisition, disposal, or business combination

A project solution with analysis, a target model, defined outputs, and an implementation or action plan.

More about this model
Approach

From a leadership question to an implemented solution

01

Leadership priority

We clarify the question, business context, constraints, and expected outcome.

02

Scope and data

We define the entities, processes, documents, systems, and participants in scope.

03

Current state

We analyse facts, identify gaps, and separate root causes from individual symptoms.

04

Solution and implementation

We build the model, rules, or tools and test them on real client data.

05

Outcome control

We assign accountability, indicators, next actions, and the ongoing review format.

Contact

Get in touch

Describe the owner or executive challenge. We will determine whether recurring support, a defined advisory project, or a combined model is appropriate.

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01 Request02 Initial review03 Next step

Start with the management question

State the current situation, required outcome, and constraints. A complete set of reports or system access is not required for the first conversation.

+998 77 443-09-89 info@asar.consulting

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