Started in 2019 with a simple idea—that good financial strategy shouldn't feel like deciphering ancient texts. We work with Australian businesses to build models that actually make sense.
Back in early 2020, we worked with a Brisbane manufacturing company struggling with cash flow forecasting. Their spreadsheets were elaborate but broken. After three months together, they had a working model they could understand without a finance degree.
That project shaped how we do things. We stopped trying to impress clients with complexity and started focusing on clarity. Most businesses don't need sophisticated algorithms—they need frameworks that help them make better decisions next Tuesday.
We've refined this method across 140+ engagements since then. The core stays the same: understand your actual operations, build models that reflect reality, then teach you to use them independently.
We build three versions of every model—optimistic, realistic, and challenging. Because business rarely follows the script you write in January.
Financial models connected to how you actually operate. If your sales cycle is 90 days, the model reflects that. If inventory turns quarterly, we account for it.
Every engagement includes documentation and training. You shouldn't need us to update a revenue assumption or run a what-if analysis six months later.
We spend time understanding your sector's benchmarks and cycles. Retail operates differently than professional services, and models should reflect that reality.
First models are educated guesses. We refine them quarterly as actual data comes in, improving accuracy and revealing patterns you can act on.
Beyond forecasting, we create frameworks for evaluating investments, pricing changes, or expansion timing. Tools that support specific decisions you're actually facing.
Our work is guided by practical experience, not theoretical frameworks. We've seen what works when businesses face real financial pressure.
Lead Financial Strategist
Torben spent eight years in corporate finance before starting spelynovaxiq. He got tired of building elaborate models that executives never actually used for decision-making.
His background includes work with mid-sized manufacturers, retail operations, and professional service firms across Victoria and New South Wales. That variety taught him that good financial strategy adapts to how businesses actually function.
When he's not working with clients, Torben teaches occasional workshops at RMIT on practical business modeling. He believes financial literacy shouldn't be gatekept behind jargon.
These aren't dramatic overnight transformations. They're the result of methodical work over several months with businesses committed to better financial management.
A Melbourne consulting practice couldn't predict quarterly cash positions accurately. Their existing model didn't account for invoice payment delays or project scope changes.
We built a cash flow system linked to their project management data. After six months of refinement, they could forecast cash positions within 8% accuracy three months out.
8%
Forecast Variance
6 Months
To Full Adoption
A Sydney retailer considered opening a second location but couldn't model the financial impact confidently. They had revenue estimates but hadn't thought through operational costs or timing.
We created scenario models for different launch dates, lease terms, and inventory approaches. They delayed opening by four months based on the analysis, which improved their launch cash position significantly.
3 Scenarios
Evaluated
Better Timing
Launch Outcome
We're accepting new clients for engagements starting September 2025. Initial consultations help us understand whether our approach fits your situation.