Feasibility study consultants in Dubai — fractional CFO, business valuation, corporate finance.

Corporate finance advisory covers the senior finance work that sits above bookkeeping: annual budgeting and financial planning, 13-week cash-flow forecasting, KPI dashboards and management reporting, feasibility studies for new ventures, business valuation support, fundraising and investor readiness, and board reporting. At Velmont Crest it's delivered as a fractional CFO retainer — you get the output of a full-time finance director, scoped to the days per month your business actually needs. We advise and prepare; statutory audit and regulated investment advice stay with licensed specialists.

Yes. We prepare feasibility studies for new ventures, expansions into new emirates or product lines, and bank or investor submissions. A typical study covers market sizing, competitor benchmarks, licensing and setup costs, a bottom-up revenue model, operating cost build-up, break-even analysis and a three-to-five-year projection with sensitivities. The output is built to the standard UAE banks, free-zone authorities and investors expect to see before they commit capital — and it stays yours to reuse when the next lender or partner asks.

Yes. We act as company valuation consultants for fundraising rounds, share transfers, partner buy-outs and exit planning, using discounted-cash-flow, market-multiple and net-asset approaches — usually two methods triangulated rather than one number defended to the death. You receive a valuation report with the workings visible, so an investor, buyer or fellow shareholder can trace every assumption back to the ledger and the market data behind it. Where a court or regulator requires a licensed valuer, we prepare the file and work alongside one.

Management reporting is the monthly board pack: P&L, balance sheet and cash flow reconciled to the ledger, variance commentary against budget, and a forward outlook. The KPI dashboard sits alongside it — five to ten metrics chosen for your model, such as revenue and margin by segment for trading firms, billable utilisation for consultancies, or debtor days and the working-capital cycle for any business extending credit. It's delivered by the 7th of each month, in your preferred BI tool or as a clean PDF the whole team actually opens.

A fractional CFO is a senior finance leader you bring in part-time, usually two to six days a month, for the strategic work a full-time CFO would do — without the AED 35,000-plus monthly cost of hiring one. Here's the real split: accountants and bookkeepers record what happened (transactions, reconciliations, VAT, corporate tax, audit support). A fractional CFO builds the forward view — annual plan, cash forecast, KPI design, scenario modelling, fundraising, board reporting — and turns the numbers into decisions. Most engagements run both: bookkeeping for the past, CFO advisory for the future.

A few moments tend to make the case. You're about to raise venture or growth capital. You're scaling past AED 5 million in revenue, opening a second entity, or moving into another emirate. You keep hitting cash-flow stress even though the monthly P&L looks profitable. A bank wants management accounts with commentary for a working-capital facility, or an investor on the cap table wants board reporting. Or you're heading into a sale or partial exit. The earlier you bring someone in for any of these, the better it goes — and honestly, most founders hire a year too late, not too early.

In the Dubai market the two terms are used almost interchangeably. Virtual CFO usually emphasises remote delivery — dashboards, calls and reporting handled online — while fractional CFO emphasises the part-time share of a senior finance leader's week, often including in-person board and investor meetings. Our engagements blend both: remote cash-flow and KPI work on a weekly rhythm, plus sessions in the room when a board meeting, bank discussion or live fundraise needs one. What matters is the deliverables list and cadence, not the label on the proposal.

Yes. We've worked on seed and Series A rounds with DIFC-based VCs, regional family offices in Saudi, Kuwait and the UAE, GCC angel networks like DAN and WBAF, and international VCs investing into the region. On a typical raise we'll build the investor deck (narrative plus financials), a three-statement model with monthly granularity, a unit-economics breakdown by customer segment, and the sensitivity analysis on burn and runway. We set up the due-diligence data room across legal, financial, commercial, HR and tech, handle the Q&A during diligence, and stay in through term-sheet review with your counsel and completion-account prep at closing.

It's quoted to your needs rather than sold as a fixed package, because the work scales with depth — how many strategic sessions, monthly versus quarterly board cadence, whether there's a live fundraise or M&A process, multi-entity reporting, investor reporting cadence. For context, a full-time UAE CFO runs AED 35,000 to AED 80,000 a month plus bonus, equity and end-of-service liability. The same calibre of advice, fractionally, lands at a fraction of that. We scope it on a short discovery call and quote before any work starts.

Yes — full three-statement models (income statement, balance sheet, cash flow) with monthly granularity, an integrated working-capital schedule, revenue built up by product or customer cohort, headcount and capex schedules, and a sensitivity layer that flexes the operating drivers. We build in Excel or Google Sheets, kept auditable and transparent with no hidden formulas, so it survives investor due diligence and refreshes cleanly against actuals each month. We've built models that closed Series A rounds across the UAE and the wider GCC.

A UAE feasibility study report typically runs six sections: an executive summary with the go/no-go recommendation; a market feasibility study covering demand, competitors and achievable pricing; technical and operational feasibility — location, licence activity, staffing and suppliers; financial feasibility with the setup-cost build-up, revenue model, operating costs, break-even point and three-to-five-year projections; a risk and sensitivity analysis on the drivers that could break the plan; and the funding requirement with a proposed structure. Banks and free-zone authorities each have format expectations, so we build the report to the standard of the institution it's going in front of.

Yes — budgeting and forecasting sit at the core of the retainer. We build the annual budget bottom-up from the operating plan: revenue by segment, gross margin by channel, headcount, capex and month-by-month cash. It's then re-forecast every quarter, because the January version is stale by April. Alongside it runs the 13-week cash-flow forecast, budget-versus-actual variance reporting with written commentary, and best/base/stress scenario planning. The point isn't the spreadsheet — it's that hiring, pricing and capex decisions get tested against a live plan instead of a gut feel.

Four parts: market feasibility (demand, competition, pricing evidence for the specific emirate and segment), technical and operational feasibility (premises, approvals, staffing, supply chain), financial feasibility (capital requirement, three-way projections, break-even and sensitivity analysis), and a reasoned conclusion. A UAE feasibility study also carries the licensing and regulatory homework — which authority, which activity class, which approvals — because that is where local projects actually stumble.

Test three things: whether the financial model is built from defensible local assumptions (salary benchmarks, realistic rents, licence costs) rather than template percentages; whether the consultant will put a negative conclusion in writing when the numbers say so; and whether the deliverable is bankable — traceable from every figure back to a sourced assumption. Ask to see an anonymised model structure before engaging anyone, including us.

It scales with scope — a focused single-location study is a different exercise from a multi-scenario industrial project with technical consultants attached. We quote a fixed fee after a short scoping call rather than publishing a number that would be wrong in both directions. What we can promise up front: the quote is fixed once scoped, and the study includes the financial model file itself, not just a PDF of its outputs.

A virtual CFO gives you the senior finance function — budgeting, cash flow forecasting, management reporting, bank and investor relationships — on a fractional basis, typically a few days a month, at a fraction of a full-time CFO salary. The trade-off is availability, not quality. Most UAE SMEs under AED 50 million in revenue need CFO-level thinking monthly, not CFO-level presence daily, which is exactly the gap the fractional model fills.

A rolling weekly model of every expected receipt and payment for the next quarter — the standard tool for managing tight cash. Thirteen weeks is long enough to see a crunch coming and short enough to be accurate. Each week the model rolls forward, actuals replace estimates, and the variances teach you which assumptions run optimistic. It is usually the first thing we build in a distressed or fast-growing engagement.

We prepare the analysis a valuation stands on: normalised EBITDA with documented adjustments, working-capital and net-debt schedules, customer concentration and the forecast a buyer will test. Where a formal valuation opinion is required — for a court, a dispute or certain regulatory processes — that belongs with a licensed valuer, and we coordinate with one while keeping your numbers defensible. Advisory support, honestly bounded.

Yes — three-way financial projections (profit and loss, balance sheet, cash flow) with a written assumptions register, sensitivity cases and covenant analysis, formatted the way UAE credit committees and investors expect. We also sit in the meeting if you want the person who built the model answering the model questions. What we don't do is promise an approval — the lender's decision is the lender's.

The budget, the transfer-pricing position, the salary-versus-dividend question and the free zone qualifying-income analysis all live in the same model. Our CFO advisory clients get the tax lens applied inside the forecast — decisions costed after tax, not before — with the corporate tax return itself handled by our tax team from the same numbers. One model, one story, no reconciliation between advisers.