Writing For Finance Industry

Selling to leadership is tough. Learn to speak finance, and everything changes. (This works for both B2B sales and internal pitches.) Speak the language of financial metrics and business impact, and you’ll earn buy-in. Whether you’re pitching a product, service, or internal idea, this skill makes you a trusted partner to decision-makers. Want to dive deeper? Download my free guide “10 Levels of Profitability” here: https://bit.ly/40pY3CQ Here’s why: Executives don’t want fluff. They need to know *how* your solution or proposal will impact their business financially. Here’s how to make your pitch resonate: 1️⃣ Talk Margins, Not Just Savings ↳ Show how your solution improves gross, operating, or net profit margins. Make it clear how it improves topline or streamlines processes to ultimately add value to the bottom line. 2️⃣ Connect to Cash Flow ↳ Highlight how your solution will boost cash flow, not just the bottom-line. Smart executives prioritize cash flow over simple revenue increases or cost savings because it keeps the business stable and flexible. 3️⃣ Show ROI and Payback Period ↳ Present clear numbers on return on investment (ROI) and how quickly they’ll see a payback. Executives need to know when their investment will yield results. 4️⃣ Impact Key Financial Ratios ↳ Explain how your proposal enhances key metrics like ROE (Return on Equity), ROA (Return on Assets), or EBITDA. This demonstrates that you understand their financial framework and how your solution strengthens it. 5️⃣ Talk Risk Management ↳ Show that you’ve considered potential downsides. Demonstrate how your proposal mitigates financial risk and supports long-term stability—not just quick gains. Why this matters: 1️⃣ You Stand Out ↳ Most sales pitches and internal proposals focus on benefits. When you speak in terms of financial strategy and impact, you differentiate yourself. 2️⃣ You Build Trust ↳ Speaking their language shows you understand their challenges, priorities, and goals. 3️⃣ You Become Indispensable ↳ When you can prove your solution impacts key business metrics, you shift from being just another vendor or team member to a trusted advisor. If you want to learn finance strategy to elevate your pitch and proposals, join 3,000 learning with me here: https://bit.ly/famcol Remember: Learn to speak finance, and you’ll open doors that most can’t. ♻️ 𝐋𝐢𝐤𝐞, 𝐂𝐨𝐦𝐦𝐞𝐧𝐭, 𝐑𝐞𝐩𝐨𝐬𝐭 to help someone else. And follow Oana Labes, MBA, CPA for more  

How do you convince a CFO to buy anything? Here are some concrete steps to follow 👇 In many companies, the CFO is the gatekeeper for major purchases. Getting approval, especially for technology upgrades, is challenging without a solid business case. Here's how to build a compelling argument that aligns with your company’s priorities and convinces the CFO: Key elements to include: • 𝗧𝗼𝘁𝗮𝗹 𝗖𝗼𝘀𝘁 𝗼𝗳 𝗢𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 (𝗧𝗖𝗢): For a comprehensive view, present all costs beyond the initial price, such as maintenance and upgrades. • 𝗥𝗲𝘁𝘂𝗿𝗻 𝗼𝗻 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 (𝗥𝗢𝗜): CFOs love numbers, so highlight the financial benefits and when they’ll start. • 𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆 𝗚𝗮𝗶𝗻𝘀: Show how the investment boosts efficiency and produces measurable outcomes. • 𝗥𝗶𝘀𝗸 𝗠𝗶𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻: Address risks and present a plan for managing them. • 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆: Emphasize flexible payment options or leasing. • 𝗦𝗰𝗮𝗹𝗮𝗯𝗶𝗹𝗶𝘁𝘆 & 𝗙𝘂𝘁𝘂𝗿𝗲𝗽𝗿𝗼𝗼𝗳𝗶𝗻𝗴: Highlight how the solution adapts as the company grows. • 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁 𝘄𝗶𝘁𝗵 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗚𝗼𝗮𝗹𝘀: Link the proposal to strategic objectives. • 𝗩𝗲𝗻𝗱𝗼𝗿 𝗥𝗲𝗹𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝘆 & 𝗦𝘂𝗽𝗽𝗼𝗿𝘁: Assure the vendor’s track record. • 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿 𝗕𝗲𝗻𝗰𝗵𝗺𝗮𝗿𝗸𝗶𝗻𝗴: Show how the investment keeps your company competitive. • 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗦𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 & 𝗥𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻: Highlight the long-term benefits of improved satisfaction. TCO may be the most critical element in convincing a CFO. Do you know how to calculate TCO? Here’s how you could calculate the TCO 👇 1. Define the time horizon 2. Identify cost categories 3. Estimate costs for each category 4. Sum the costs over the period 5. Compare TCO with alternatives 6. Present your findings If you’re tired of outdated equipment affecting productivity, now is the time to create a strong business case. Align your proposal with your company’s goals, and you might get your needed approval. What would you add to convince a CFO to buy anything? ————— 🧑💼 I'm a partner at Business Partnering Institute 🆘 Need immediate help in your finance team, call us! 🤝 We help increase the influence of your finance team 🔔 To see more content, hit the bell on my profile 🧑🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l 📻 #FinanceMaster podcast: https://bit.ly/3NLSt73 📺 Follow us on YouTube: https://bit.ly/4bSBut6 📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc 📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

I had an interesting coaching call this morning. With a client who's building his first retainer. In 30 minutes, we walked through the pieces 🧩🧩 Anytime you're building out a retainer offer for a new - or existing client - it's important you include these elements in a proposal: 1. Payment terms - I would always push for 'Net 0' - payment is due at the first of the month for the upcoming month (upon invoice receipt) - and not go anything past Net 30 at the most. Net 60 and Net 90(!) are absolute insanity. You run the risk of never being paid at all in those scenarios. 2. Preferred communication methods - Outline how you'd prefer to communicate - email, Slack, etc. - so that it's crystal clear. Be willing to negotiate here so you get aligned with your client. If you don't set this expectation, you'll have to conform to what your client wants, which can lead to frustration from both parties. 3. Review cycles - To ensure there aren't 'too many cooks in the kitchen,' it's essential to establish the number of review cycles you'd prefer and who the reviewers will be for each content piece you develop. 3. 'Out of Scope' rate- You should clearly outline the scope of the retainer—whether that's a set number of hours per month or a specific package of deliverables—and also what's out of scope, not only in terms of the work but also what you charge per hour to do work outside of scope. 4. A 'wind down' clause - This one has bit me in the past, so I recommend that everyone include it. The wind-down clause outlines what you expect should the client choose to end your working relationship. Typically, that would be something like 30 days written notice and a final month's payment, so you have plenty of time to replace the lost income, turn over any remaining items due, etc. Most importantly, provide three pricing options in your proposal: 1. Entry - an entry package at a low price point 2. Standard - the one your client is most likely to pick - your typical service level for the money you'd like to earn on the retainer 3. Premium - a high-end option that secures more of your time and offers more deliverables, more available hours, etc. Ok, there you go. Now go write some retainer proposals and get your long-time transactional clients OFF THE TREADMILL. What else do y'all add to your retainer proposals? Tell me about it in the comments below. --- 👋 Hi y'all, I'm Kris. 🎒 A former startup guy who now runs a successful content studio. 🖋 Building my business has been hard. I want it to be easier for you. 🤝 To learn how I work more closely with clients, check out the links I share in the comments of these posts and the Featured Section of my profile.

I've been writing finance reports for over 30 years. Most people do it wrong. They start with background. Build up slowly. Save the conclusion for page 47. There's a better approach. It's called the Minto Pyramid. It flips everything upside down: 𝗟𝗲𝘃𝗲𝗹 𝟭: 𝗔𝗻𝘀𝘄𝗲𝗿 𝗳𝗶𝗿𝘀𝘁 Lead with your conclusion. Don't make readers wait. "We need to cut the capital budget by £2.3m" beats "Following extensive analysis of Q3 variances..." 𝗟𝗲𝘃𝗲𝗹 𝟮: 𝗞𝗲𝘆 𝘀𝘂𝗽𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝗽𝗼𝗶𝗻𝘁𝘀 Give 3-4 reasons why your answer is right. The budget cut is needed because: • Revenue is 8% below forecast • Two major projects are delayed • Cash reserves are at minimum threshold 𝗟𝗲𝘃𝗲𝗹 𝟯: 𝗗𝗮𝘁𝗮 𝗮𝗻𝗱 𝗱𝗲𝘁𝗮𝗶𝗹𝘀 Now show the evidence. Tables, charts, calculations. This is where most finance professionals start. It's where you should finish. 𝗪𝗵𝘆 𝗜𝘁 𝗪𝗼𝗿𝗸𝘀 Barbara Minto developed this at McKinsey in the 1970s. She found that busy executives need the answer immediately. If they agree with it, they move on. If they question it, they drill into your supporting points. If they still have doubts, they check your data. 𝗙𝗼𝗿 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 Use it everywhere: • Board papers (conclusion in the executive summary) • Emails (answer in the first line) • Budget reports (variance explanation before the tables) Stop burying your conclusions. Put them first. Your readers will thank you.

My first 5 grant applications were rejected. Every single one. Here's how I went from £10k to £10m in research grant funding: I remember opening that fifth rejection email and thinking maybe my research just wasn't good enough. Maybe I wasn't cut out for this. Then a panel reviewer told me something that changed everything. She said: "I stopped reading on page 2." Not because the science was weak. Because the way I presented it was. I had buried the real-world impact on page 3. I led with the literature gap instead of the problem. My methodology was sound but my narrative was invisible. I was writing for academics. I should have been writing for funders. So I rebuilt my entire proposal structure around three principles. I now call it the 3P Proposal Structure. P1: Problem Framing. Lead with the real-world problem and its cost. Not the gap in the literature. Funders don't fund gaps. They fund solutions. "This problem costs the NHS £2.3 billion annually" hits harder than "this area remains under-explored." P2: Path Innovation. Show what you will do differently. Not just what you will study. Every applicant studies something. Very few explain why their approach is the one that will actually work. P3: Projected Impact. Connect your outcomes to the stakeholders who fund research. If the funder can see themselves in your story, you win. Same research question. Completely different proposal structure. The next application secured half a million pounds. Then a million. Then over the course of my career, more than £10 million in research funding. Grant writing is storytelling. Your research is the plot. The funder needs to see themselves in the story. What's the most frustrating feedback you've received on a grant application? Save this framework. Repost for anyone applying for funding. #GrantWriting #AcademicFunding

What Really Happens Inside a Bank’s Loan Approval Committee? To secure loan approval, companies must undergo stringent assessments of profitability and risk, with well-structured, risk-reduced deals enhancing their chances. 1. The First Hurdle: Banks initially screen loan requests by evaluating -Industry stability -Past banking history for defaults or delays -leadership's financial discipline -The stability of revenue trends and leverage ratios. Loan requests with high leverage, weak cash flow, or compliance issues face likely rejection. 2. The Real Test: Examination of Loan Proposal in three main areas: A. Financial Metrics: - Revenue trends – Past and projected growth -EBITDA and profit margins – Business profitability - Cash flow strength – Can the company service debt? - Debt-to-equity ratio – Is it overleveraged? - Liabilities vs net worth – Financial health assessment Banks may alter terms, demand collateral, or reject a deal if ratios indicate high risk. B. Collateral and Security Assessment -Type & quality of collateral – Real estate, inventory, receivables - Liquidity of assets – Can funds be recovered if needed? - Loan-to-value ratio – Is the loan amount justified by the collateral value? Strong collateral can't compensate for weak financials in securing approval. C. Industry & Market Risks -Industry stability – Is it growing or declining? - Comparing the company against competitors - Impact of economy – Are interest rates, inflation, or regulations influencing the industry? Even profitable businesses could face approval difficulties if their industry is deemed high-risk. 3. Crafting a compelling loan proposal enhances approval odds. - Demonstrate stability through steady revenue growth and strong governance - Highlight risk mitigation – Outline plans for downturns -Present strong cash flow models – Repayment ability is key -Be specific about loan use – Vague fund allocation raises doubts - Provide realistic projections – Over-optimism reduces credibility Well-prepared proposals align borrower needs with lender risk appetite. 4. Bank's Final Decision: - Approval – Financials, collateral, and risks meet credit policies - Conditional approval – Additional guarantees, revised terms, or documentation required - Rejection – If the financial risk is deemed excessive or criteria aren't met Incomplete documents, disorganization, and unrealistic goals frequently result in loan rejections. Grasping bank criteria enhances approval odds. Key Takeaway: Approval depends on a well-structured, risk-managed proposal, not solely on business strength. - For borrowers, organized files boost approval odds and loan conditions. - For consultants, structuring compliant deals accelerates funding. - Efficient documentation accelerates lender decisions. Craft irresistible deals rather than just persuading banks. What loan application mistakes have you seen? Share in the comments.

Proposals are not just documents—they are instruments of strategy, negotiation, and impact. This guide offers more than submission tips; it delivers the full architecture of how #USAID/OFDA (now #BHA) expects humanitarian actors to plan, present, and justify their interventions under pressure. Rooted in evolving global standards and donor accountability, the guidelines walk implementers through each critical requirement, from compliance to coordination, from cost justification to community participation. For humanitarian and M&E professionals navigating #USAID funding processes, this is not optional reading—it is a roadmap. – It presents the full structure of proposal development: Concept Notes, Justification, Program Description, Sector Tables, and M&E Frameworks – It outlines financial documentation in detail: Line-Item Budgets, Budget Narratives, In-Kind Contributions, and Cost-Share Requirements – It specifies sector-level expectations: Sub-sector Logic, Indicator Tables, and Technical Design Standards – It embeds cross-cutting priorities: Gender Mainstreaming, Protection, Accountability to Affected Populations, and Environmental Safeguards – It includes annexes and templates: Summary Formats, Risk Assessments, Safety Plans, and Certifications This is not an administrative checklist—it is a technical compass for those seeking to secure, manage, and justify U.S. humanitarian funding. Whether you're writing a lifesaving health proposal in a crisis zone, building DRR into food security work, or negotiating compliance with procurement regulations, this guide ensures your proposal meets the bar for credibility, rigor, and results.

I looked at over 100 proposals worth over $500K as a B2B buyer. I only remember a few. Here are 4 ways you can set yourself apart (and why most proposals never get looked at): 1. Built for the buying committee - not just the champion Most proposals assume one person makes the decision. That’s rarely true. The best ones were written with execs in mind. Mobile-friendly, easy to skim, and structured like a story, not a spec sheet. The kind of doc I could forward without rewriting a single thing. (like Qwilr!) 2. Helped me sell internally The proposals that stood out made me look good. They included visual slides I could screenshot into a board deck. Framed the problem. Showed the cost of inaction. Made the ROI feel obvious. They gave me language to use with my CFO, not just the vendor’s pitch. 3. AEs tracked engagement and followed up with a purpose Great sellers didn’t “check in.” They followed up based on what I actually did. They knew when I viewed the proposal, which sections got read, and what was skipped. Every email felt relevant—because it was. They weren’t guessing what mattered. They had data. 4. AEs pre-empted objections I hadn’t even voiced yet Before legal asked for terms, I had a friendly breakdown of the key clauses. Before procurement jumped in, I had a clear explanation of how pricing scaled. It felt like the AE knew my internal process better than I did - and helped me get ahead of it. TAKEAWAY: Most proposals are written to present. The best proposals are built to sell. Qwilr turns your proposal into a selling tool—one that’s interactive, trackable, mobile-ready, and designed for the whole buying committee. It helps your champion make the case. And it helps you win deals - even when you’re not in the room. If you want to stand out, build proposals that do more than inform. Build proposals that close.

When reps tell me enterprise is "just harder," I hear them saying they're playing the mid-market game on a bigger field. Enterprise isn't harder selling. It's a different sport with different physics. You win by aligning buying groups, writing CFO-grade business cases, and running structured pilots. I generated over $100M selling at IBM and Google. Here are the 5 disciplines I wish I knew when starting: 1. Map the buying group or your forecast is fiction Complex purchases involve 7+ stakeholders now. More roles, more veto points, more delay. Create a buying-group map with three columns: Economic (CFO/GM who owns P&L), Operational (VP/Director who owns outcomes), Technical (IT/Security/Legal/Procurement). Align these three early. If any column is empty, your forecast is fiction. In complex B2B, the problem is consensus, not charisma. 2. Write like a CFO, not a seller CFOs are capital allocators first. They green-light initiatives that upgrade unit economics and reduce risk. Translate your value into P&L levers (revenue uplift or expense reduction), cash levers (DSO/DPO, capex vs opex), and risk levers (compliance, security, continuity). The case is stronger when you quantify THEIR operating metrics, not generic ROI. Treat your proposal like capital planning, not a pitch deck. 3. Turn "hope" into a schedule A Mutual Action Plan turns hope into a schedule. List the decision milestones, owners on THEIR side and yours, artifacts required, and dates. Keep it on one page, update it live, and treat slippage as a risk you escalate. Gartner says 74% of B2B buyer teams show unhealthy conflict during decisions. If you aren't mediating that conflict, you're watching a deal stall. 4. Run a pilot-to-decision, not an endless proof One metric, one team, four weeks. Pre-agree pass/fail criteria and the exact commercial step if you hit the target. No "we'll see" or "let's discuss next steps." Before founding Seamless I learned this selling at IBM and Google. What generated over $100M wasn't better demos. It was turning every pilot into a binary decision with a scheduled close. 5. Forecast artifacts, not intent Don't forecast on "verbal yes" or "they're interested." Forecast on artifacts: redlined one-pager, booked security review, pilot agreement with pass-fail metrics, procurement templates exchanged. Intent doesn't move deals. Artifacts do. The difference between hope and deals is whether you can point to a document, calendar hold, or signed pilot plan. — Big deals don't die from bad pitching. They die from unmanaged buying groups and weak business cases. When you manage consensus instead of hoping for it. When you speak CFO, not sales rep. The value follows.

How I landed a new client with a killer proposal: When I first started freelancing, I had no idea that I had to send out proposals. Let alone what a proposal entailed. Now I’m landing clients thanks to loads of research and doing courses like Eman Ismail’s Like a Boss. A proposal is all about creating a document that sells you. If you’re winging it (like I was) or relying on your natural charm, let me save you some time (and potential lost clients). 𝟭. 𝗧𝗿𝗲𝗮𝘁 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗽𝗼𝘀𝗮𝗹 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗮𝗹𝗲𝘀 𝗽𝗮𝗴𝗲 You’re not just listing services. You’re selling yourself and addressing every potential objection before it even comes up. Think of it as your highlight reel: 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗣𝗔𝗦𝗢 𝗙𝗼𝗿𝗺𝘂𝗹𝗮: • 𝗣𝗮𝗶𝗻: What’s the client struggling with? • 𝗔𝗴𝗶𝘁𝗮𝘁𝗶𝗼𝗻: Why does it matter? • 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: How you’ll fix it. • 𝗢𝘂𝘁𝗰𝗼𝗺𝗲: What success looks like. 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗜𝗻𝗰𝗹𝘂𝗱𝗲: • Introduction (brief but punchy: who are you and why should they care?) • Project scope (clear deliverables = no future headaches) • Your process (show them you’ve got a plan) • Client expectations (set boundaries kindly, but firmly) • Timeline (when you’ll deliver, and when they need to deliver their part) • Pricing and options (tiers and upsells. Make it hard for them to say no) • Guarantees (if you offer one, flaunt it) • Next steps (e.g., “Sign here, pay the invoice, and we’re off!”) 𝟮. 𝗔𝗹𝘄𝗮𝘆𝘀 𝘄𝗿𝗶𝘁𝗲 𝗹𝗶𝗸𝗲 𝗶𝘁’𝘀 𝘆𝗼𝘂𝗿 𝗳𝗶𝗿𝘀𝘁 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 Even if you’ve already had a great chat with the client, write the proposal assuming they’ll forward it to someone who knows nothing about you. This keeps it simple, clear, and persuasive for any decision-maker. • Sprinkle in testimonials or a mini case study for credibility. • Offer 2-3 pricing tiers so their options are between you, you, and you. • Build a reusable template you can tweak for future proposals. Efficiency is your friend. 𝟯. 𝗠𝗮𝘀𝘁𝗲𝗿 𝘁𝗵𝗲 𝗽𝗿𝗼𝗽𝗼𝘀𝗮𝗹 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 A good proposal doesn’t just sell, it also creates urgency. Keep the momentum going with these steps: • 𝗦𝗲𝘁 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗲𝗮𝗿𝗹𝘆: Tell your prospect when they’ll receive the proposal and stick to it. • 𝗔𝗱𝗱 𝗮𝗻 𝗲𝘅𝗽𝗶𝗿𝘆 𝗱𝗮𝘁𝗲: I recommend 7 days. Mention it in the proposal and your follow-ups. Urgency drives action. • 𝗙𝗼𝗹𝗹𝗼𝘄 𝘂𝗽 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆: As the expiry date nears, send polite but confident reminders, such as: “Hey, just a heads-up, this offer expires in two days!” • 𝗝𝘂𝗺𝗽 𝗼𝗻 𝗮 𝗰𝗮𝗹𝗹: Clarify any in-depth questions on a call to avoid playing email tag. A killer proposal is part strategy, part psychology, and part presentation. Once you nail all three, you’ll be landing the kind of clients you’re actually excited to work with.