Published on March 15, 2025
A first meeting with a financial advisor can make the difference between a solid strategy and a missed opportunity. Knowing what to bring and what to expect avoids detours and makes the most of both parties' time.
Before the consultation, it is advisable to gather the basic documents: balance sheets from the last two fiscal years, projected cash flow, and a detail of current contingency assets. Many companies arrive without these papers and the conversation becomes generic. With the information in hand, the advisor can quickly identify the fragile points of working capital.
It is also useful to prepare a list of specific questions. For example: what is the minimum reserve level my business should maintain according to the sector? How is a contingency fund adjusted when there is seasonality in sales? Specific questions generate applicable answers, not general theory.
Another aspect that is often overlooked is the decision-making structure. If only the general manager participates in the meeting but financial decisions go through a committee, the plan can stall. Defining who has the authority to approve changes in reserve policy speeds up implementation.
Finally, bring a record of commitments made in previous consultations. This allows you to follow up on agreements and measure real progress. Financial advisory is not a one-time event; it is a process built with organized information and consistent decisions.
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A grounded blog post that adds a different angle without repeating the others.
When a business owner first reaches out, the conversation rarely starts with numbers. It starts with doubts. Over the years, we have heard the same set of questions repeated in different industries, from small manufacturers in Duarte to logistics firms in Santo Domingo. These questions are not trivial. They reveal what keeps a founder awake at night.
“How do I know if my current balance is healthy enough to start planning?” This is the most common opener. Many entrepreneurs assume that financial planning is only for companies with surplus cash. In reality, a structured balance sheet — even one with debt — can be the starting point. The key is knowing which liabilities are manageable and which ones need restructuring first.
“What happens if I set aside funds for contingencies and never use them?” This question comes from a place of discipline, not fear. The answer is simple: a contingency fund that sits untouched is not a waste. It is a premium paid for stability. Companies that maintained reserves during the 2020 supply chain disruptions were able to negotiate better terms with suppliers while competitors scrambled for credit.
“Can I do this without changing my current accounting system?” Often, the concern is about operational disruption. The truth is that most adjustments happen at the classification level — reallocating provisions, separating operational from non-operational assets, and tagging contingent liabilities. No new software is required. Just a clearer view of what already exists.
“How long until I see results in my working capital?” This is where expectations need grounding. A balance restructuring does not produce immediate liquidity. It produces a cleaner risk profile. Within three to six months, lenders and insurers start reflecting that lower risk in their terms. The working capital benefit is indirect but measurable.
These questions are not obstacles. They are the foundation of a serious conversation. Each one points to a specific gap in the current structure — and that is exactly where a planner can add value.
Andrés Fuentes
Financial Structuring Analyst · Financial Advisory
Specialized in balance sheets and contingency funds for growing companies. Over 12 years assisting companies in Duarte and the Northern region in mitigating losses and protecting working capital.