Finance for Non-Finance Modeling


Finance for Non-financial Managers training course is designed to provide non-financial managers with a greater understanding of the way finance affects their business performance. This training will raise financial awareness of the participants and cause them to make more effective decisions that will ease the management of a businesses’ revenues, costs, profits and cash. 


All non-financial managers and executives (regardless of industry or profession) who want to expand their knowledge and understanding of accounting and finance.


Introduction to Financial Statements

Importance of financial measures
Financial accounting and management accounting
Participants’ needs and wants from the course
Introduction of the basics of accountancy
The Accounting Cycle — documenting and tracking business transactions and understanding how those transactions are reflected on financial statements

The Balance Sheet

  • The key components of the Balance Sheet
  • About Fixed Assets
  • Current Assets – what they are, and how to improve
  • Current Liabilities – what they are
  • The vital importance of Working Capital management
  • About Gearing

The Income and Expenditure Account (or Profit and Loss Account)

  • The key components of the P&L Account
  • Why Profit is so important, and how it links to the Balance Sheet
  • Understanding Ratios
  • Managing the Gross Profit Margin
  • How managers worsen, or improve, the Gross Profit Margin
  • Different types of costs
  • The Statement of Cash Flow — an understanding of cash flow and non-cash expenses, and the differences between cash and profit levels

Using Ratios to benchmark Performance

  • What are the key ratios
  • What do they mean

Return on Capital Employed

  • What is Return on Capital Employed?
  • Elements of ROCE
  • Comparison of ROCE
  • Financial Analysis with ROCE

Moving from Analysis to Forecasting

  • The principles of Forecasting and Budgeting
  • Revenue Budgets – what they are, how to use the 3 approaches to budgeting to motivate improved performance
  • Capital Expenditure – understanding the time value of money
  • Cost Accounting 
  • Cost – Benefit Analyses – projects, new equipment, more staff, they all cost money
  • How to do a Cost-Benefit Analysis
  • Where budgeting can go wrong, and how to avoid the principal problems


Please fill in the fields below to send an email to us.