Safia is one of the leaders in Uzbekistan’s QSR market. The company is growing and has ambitious development plans. The objective of the project is to ensure that these plans can be tested before any money is invested.
The Challenge
In a growing chain, strategic initiatives often exist in a presentation, the budget in another file, and CAPEX in a third. There is no connection between them. As a result, no one can provide a numbers-based answer to the question, “What will happen to cash flow if we open twenty more locations this year?”—only opinions.
What We Are Doing
- An integrated five-year financial model. P&L, cash flow and key metrics are brought together in one interconnected model rather than three separate spreadsheets.
- Three scenarios: base, growth and stress. The company sees not just one trajectory, but a range of possible outcomes—and understands where the boundary of financial sustainability lies.
- Built-in drivers. Every strategic initiative, CAPEX item and operational effect is embedded in the model as a parameter. Change an initiative and immediately see what happens to cash flow.
Why It Matters
The financial model in this project is not a reporting tool—it is a decision-making instrument. It answers a question that often remains unresolved in growing chains: which initiatives genuinely create value, and which merely consume cash.