Found cheaper? We match it — see conditions. Incorporation and secretary transfer also carry a 30-day money-back guarantee.
The deck said one thing. This month's bank statement says another. You noticed. You didn't say anything — fixing it looked like starting over.
Built once, from numbers typed in by hand. Accurate on delivery day. Stale soon after.
3
reasons someone asks to see your numbers — a raise, a loan, a board
What actually makes a model worth showing someone
Four things, or it's a guess with formatting
ACTUALS
Where the numbers start
A real position — this month's revenue, this month's cash — not a figure remembered from the last time somebody checked.
ASSUMPTIONS
What's assumed, stated separately
Pricing, hiring, growth rate — the parts nobody but you can supply, written down as assumptions, not buried inside a formula.
STATEMENTS
Profit, cash and balance sheet, moving together
Change one assumption and the other two move with it. A model where the numbers don't have to agree with each other isn't one.
REBASE
What happens when the actuals move
The structure stays. Only the numbers feeding it change — so it's still the same model three months later, not a new one.
+ get all four right and it's still a tool for a decision, never a promise of the decision
+ miss the fourth one and the model is accurate exactly once — the day it's delivered
Which risk is actually the bigger one
What it looks like
The risk looks like getting the numbers wrong when the model is built.
What's actually true
The bigger risk shows up after delivery. A model built from figures typed in from memory is right on day one and wrong within a quarter, because nothing in it updates when the real numbers move.
By the time anyone catches the gap, the deck's already been shown to the lender, the investor or the board — and the fix isn't a correction to one line, it's rebuilding the thing from scratch.
The assumptions are still yours
A model can be built by someone else, but the assumptions inside it — the pricing, the hiring plan, the growth rate — are the company's own judgement about its own future. Writing them into a model doesn't make them more certain, and it doesn't move who answers for them if the business doesn't get there.
Malaysian company law places responsibility for the figures a company presents to a lender, investor or board on the company and its directors, whoever actually built the underlying model. Preparing the projections doesn't transfer that responsibility — it only prepares the numbers for presentation. The precise statutory basis is being confirmed with legal before this page cites a specific provision.
The one question that decides this
Anyone can build you a model from the numbers you hand them. Almost nobody can update it without asking you to type them in again.
What happens once the numbers move
On the build itself, a financial modeller and OCTIS do the same job. The difference shows up the month after delivery, once something's actually changed:
What re-basing actually needs to be true
Your bookkeeping already lives in the same account
revenue, costs, cash position — the real ledger, not a spreadsheet exported once and then forgotten
The model is built on top of it, with your assumptions layered in
pricing, hiring, growth — kept separate from the actuals, not buried inside a formula
When the actuals move, the model can be re-based against them
the same structure, refreshed numbers — not a new file, not starting over
What a lender, investor or board sees still matches what's on the books
because it's read from the same ledger, not typed up a second time
A modeller engaged for one deliverable only ever has the figures you hand over once — typed in from memory or a spreadsheet, with no ongoing view of the ledger behind them. Updating the model means asking you to type it all in again, which is exactly why most delivered models never get updated at all. Only a firm already holding the bookkeeping can re-base the model instead of rebuilding it.
What a quarter closing actually asks of the model
It isn't a matter of degree. Either the model still reflects the business, or it's a snapshot of a business that no longer quite exists.
What re-basing costs, once the ledger's already there
RM 0
extra to re-base the model against this month's actuals, once bookkeeping already runs through the same account — it's the same ledger, read again, not a second engagement.
What re-basing actually changes
This is an illustrative example, not one business's real figures — but it's the exact shape of what happens when an assumption meets the actual number:
The model doesn't get to pretend the assumption was right. Every month after this one starts from what actually happened, not from what was first guessed.
What a typed-from-memory build costs, and what's still left once it doesn't
There's no plan and no flat fee — pricing depends on the scenarios and how much the business's numbers actually vary. This is what changes instead:
The assumptions line doesn't subtract away, however the rest of it is built. Nobody else can decide your pricing or your hiring plan for you — and that's the part that actually takes your time.
Pricing
Quote-based, scoped to the model
Priced on the number of scenarios and how much the business's numbers vary — not a flat fee that assumes every business needs the same model.
Who builds it
OCTIS's advisory team
The assumptions come from you; the integrated model, the structure and the scenario testing are built by our team, working from the bookkeeping already in your account where it exists.
Not a promise
A decision tool, not a funding guarantee
No model makes a raise, a loan or a board approval more likely. What it gives whoever's reading it is numbers they can actually check.
Not the guarantee
The 30-day money-back guarantee doesn't cover this service
It covers new company incorporation and transferring your company secretary to us. Every model is scoped and quoted before work starts instead.
Not covered
- No model makes a raise, a loan or a board's approval more likely, and none of that is promised anywhere on this page. What a model gives whoever's reading it is numbers they can check — the decision itself belongs to them, not to us.
- Building the model still needs your own assumptions — pricing, hiring plans, growth rate. Nobody else can supply those for you, and writing them down honestly is the part that takes real time, whoever builds the rest of it.
- If the actual question is whether the business can afford one more hire, a full model is more than that question needs. That's a cash-flow question, and it's cheaper to answer directly than to build a three-statement model to arrive at the same answer.
- The 30-day money-back guarantee covers only new company incorporation and transfer of company secretary — not financial modelling. Every model is scoped and quoted before any work starts instead.
Will a financial model help me get funded?
No model can promise that, and we won't claim otherwise. Approval is the lender's, the investor's or the board's decision, made on their own criteria. What a model does is give them numbers they can actually check — the read it gets, not the answer it receives, is what building it well can affect.
How is the price worked out if there's no fixed fee?
Financial modelling is quote-based on the number of scenarios and how much the business's numbers actually vary — a simple single-scenario model and a multi-scenario one for a funding round aren't the same amount of work. You're scoped and quoted before anything starts.
What if my bookkeeping isn't with OCTIS yet?
We can still build the model — you'll supply the historical financials directly, the same as with any modeller. The advantage of re-basing the model against actuals without retyping them applies once your bookkeeping already runs through the same account.
What do I actually need to provide?
The assumptions — pricing, hiring plans, growth rate, whatever's specific to your situation. Nobody else can supply the business's own judgement about its own future; that's the one part of a model that stays yours to write, however the rest of it is built.
I just need to know if I can afford to hire someone — do I need a full model?
Probably not. That's a cash-flow question, and it's cheaper and faster to answer directly than to build a three-statement model to arrive at the same answer. A full model earns its cost when you're presenting to a lender, an investor or a board — not for a single hiring decision.
The model was never the thing being judged. What it was built from was.
Tell us what it's for — a raise, a loan, a board pack — and we'll scope it around numbers already on record, plus whatever only you can supply.