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When the business has outgrown its numbers.

We help businesses from owner-led to national with a model the board trusts and a clear view of where the money goes. We also give senior help through a review, a turnaround, a transformation or a deal.

Tell us what you need → See the work

A few lines is enough. We reply with how we would approach it and a written scope and fee.

DATA DYNAMICSAUSTRALIABusinesses

The questions we answer

Can we trust the model the board is using?
Where does the business actually make its money?
How long does the cash last in the downside?
Are we ready for an investor, a lender or a buyer?
What is the business worth to a buyer, and who would buy it?

Scope and fee agreed in writing firstA$85m+ reviewed

How we help.

We do the specialist numbers work that sits outside your accountant’s and lawyer’s scope, and we agree the scope and fee in writing before it starts.

Company Model and Board Reporting

An integrated three-way model your team can run, and a board pack built from it.

Fractional Consultant

Performance improvement, cost and operational transformation, and integration support, one to three days a week.

Quantification and Remediation

Underpayments calculated person by person, on the reading of the award your lawyer sets.

Buying, selling or merging

We bring the valuation evidence, the buyer list, the acquisition model and the data room, working alongside your lawyer and corporate adviser.

The work itself.

These examples follow the structure of work we have delivered. All names and figures are invented.

Company modelCash runway, base case and downsideCompany model, cash balance A$m by month; the hatched band is below the board minimum

Cash balance, A$m
Month	Base	Downside
0	6.0	6.0
1	5.7	5.6
2	5.3	5.1
3	5.0	4.6
4	4.6	4.1
5	4.2	3.7
6	3.9	3.3
7	3.6	2.9
8	3.3	2.6
9	3.0	2.3
10	2.8	2.0
11	2.5	1.8
12	2.3	1.6
13	2.2	1.4
14	2.1	1.3
15	2.2	1.2
16	2.4	1.1
17	2.7	1.0
18	3.0	0.9
19	3.4	0.9
20	3.7	1.0
21	4.0	1.1
22	4.3	1.3
23	4.6	1.5
24	4.8	1.7

ExampleIllustrative figures. Structure as delivered.

Strategic business reviewWhere the profit is madeFood manufacturer, five sales channels: share of revenue against share of gross margin, %

Share of revenueShare of gross margin

Share of revenue and gross margin by sales channel, %
Channel	Revenue	Gross margin
Branded retail	28	39
Private label	34	18
Foodservice	19	17
Export	11	14
Online direct	8	12

ExampleIllustrative figures. Built from the general ledger, channel by channel.

A$85m+across strategic business reviews and operating model redesigns

“The quality of work is institutional standard, consistent with large PE-backed environments.”

Chief Financial Officer, managed IT services company

Tell us what you need.

Tell us what has become complicated.It may be a deal, a business, a portfolio, a claim or a remediation.A few lines is enough.
We reply with how we would approach it.If it is not work we do well, we say so.
You receive a written scope and fee.It is free and carries no obligation.We suggest a call only if it helps.

Tell us what you need → Prefer to talk? Book a 30-minute call

Or email contact@datadynamicsau.com

Month	Base	Downside
0	6.0	6.0
1	5.7	5.6
2	5.3	5.1
3	5.0	4.6
4	4.6	4.1
5	4.2	3.7
6	3.9	3.3
7	3.6	2.9
8	3.3	2.6
9	3.0	2.3
10	2.8	2.0
11	2.5	1.8
12	2.3	1.6
13	2.2	1.4
14	2.1	1.3
15	2.2	1.2
16	2.4	1.1
17	2.7	1.0
18	3.0	0.9
19	3.4	0.9
20	3.7	1.0
21	4.0	1.1
22	4.3	1.3
23	4.6	1.5
24	4.8	1.7

Month	Base	Downside
0	6.0	6.0
1	5.7	5.6
2	5.3	5.1
3	5.0	4.6
4	4.6	4.1
5	4.2	3.7
6	3.9	3.3
7	3.6	2.9
8	3.3	2.6
9	3.0	2.3
10	2.8	2.0
11	2.5	1.8
12	2.3	1.6
13	2.2	1.4
14	2.1	1.3
15	2.2	1.2
16	2.4	1.1
17	2.7	1.0
18	3.0	0.9
19	3.4	0.9
20	3.7	1.0
21	4.0	1.1
22	4.3	1.3
23	4.6	1.5
24	4.8	1.7

Month	Base	Downside
0	6.0	6.0
1	5.7	5.6
2	5.3	5.1
3	5.0	4.6
4	4.6	4.1
5	4.2	3.7
6	3.9	3.3
7	3.6	2.9
8	3.3	2.6
9	3.0	2.3
10	2.8	2.0
11	2.5	1.8
12	2.3	1.6
13	2.2	1.4
14	2.1	1.3
15	2.2	1.2
16	2.4	1.1
17	2.7	1.0
18	3.0	0.9
19	3.4	0.9
20	3.7	1.0
21	4.0	1.1
22	4.3	1.3
23	4.6	1.5
24	4.8	1.7