Published on March 12, 2025 · 6 min read
Not all advisory formats work the same for every company. This article reviews the most common options and the concrete criteria for choosing the one that best suits your operation.
When a company seeks support in financial planning, it often encounters several modalities: monthly sessions, quarterly reviews, group workshops, or one-time diagnostics. The decision should not be based on what is "commonly used" in the market, but on what truly fits the business cycle, the available team, and the type of risk to be covered.
The most common format is periodic consulting. It works well when the company already has an organized accounting structure and needs regular adjustments in the allocation of contingency funds. For businesses with marked seasonality, a quarterly scheme is usually more practical than a monthly one, because it allows evaluating complete results without overwhelming the team.
Group workshops, on the other hand, are useful when several areas need to align criteria on loss mitigation or commercial risk control. They do not replace individual advisory, but they reduce explanation time and create a common language within the organization.
There are three factors that weigh more than any commercial promise: the frequency with which your balance sheet changes, your team's ability to implement recommendations, and the level of detail you need in asset structuring. If your company handles several simultaneous projects, a format with bi-weekly deliveries may be more effective than a monthly one, even if the cost is slightly higher.
It is also advisable to check whether the service includes access to supporting documentation (reports, balance sheet templates, solvency indicators) or if it is limited to the meeting. The difference between one format and another often lies in the materials that remain after each session.
Before hiring, make a list of the financial decisions you will make in the next six months. If most are minor adjustments to cash flow, a light format with bi-monthly reviews may suffice. If instead you expect to restructure liabilities or create a contingency fund from scratch, you will need more intensive support during the first few months.
The best format is not the most comprehensive, but the one your team can sustain without diverting attention from daily operations. That is the starting point for any serious planning.
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Balance Sheet StructuringA 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.