Program objective
Build the financial understanding needed to make better operational and commercial decisions. Participants interpret financial statements, examine costs and cash implications, evaluate alternatives and present recommendations with explicit assumptions.
Who this suits
Managers, business owners and operational professionals who make decisions with financial consequences without working in specialist finance roles.
Professional objectives
- Interpret financial statements and connect operational decisions to financial results.
- Evaluate budgets, costs and investment choices using practical calculations.
- Present a commercially sound recommendation with explicit assumptions and risks.
Key learning outcomes
- Explain the three statements using a connected business case.
- Complete a break-even model and compare two commercial options.
- Build a working-capital action plan and a short cash forecast.
- Prepare a departmental budget and an evidence-based variance explanation.
- Present an investment recommendation with scenarios and key uncertainties.
- Deliver a concise financial decision brief with assumptions and next steps.
Module map
- 1.Financial statements and business performance
- 2.Costs, margins and break-even
- 3.Working capital and cash discipline
- 4.Budgeting and variance analysis
- 5.Investment appraisal and scenarios
- 6.Financial communication and decision-making
Modules in detail
1
Financial statements and business performance
Theory & concepts
Read an income statement, balance sheet and cash-flow statement using a connected business case. Distinguish revenue, profit and cash, and explain how operational decisions affect the three statements differently. Trace a sale, purchase, asset investment and financing transaction through the financial statements. Distinguish accrual accounting from cash movement and identify common misinterpretations of profitability.
Professional application
Explain how profit can increase while cash becomes tighter. Trace the timing of revenue, expenses, investment and financing to build a connected understanding of financial performance.
Hands-on exercise & output
Explain the three statements using a connected business case.
2
Costs, margins and break-even
Theory & concepts
Separate fixed, variable and relevant costs for a decision. Calculate contribution margin and break-even, and test how price, volume or cost changes affect the economics of a product, service or department. Calculate gross margin, contribution and operating profit for a product or service. Apply relevant-cost logic to pricing, outsourcing and capacity choices without allocating irrelevant sunk costs.
Professional application
Distinguish fixed, variable, direct and relevant costs in a decision. Test how volume, price and contribution change the break-even point and the attractiveness of an option.
Hands-on exercise & output
Complete a break-even model and compare two commercial options.
3
Working capital and cash discipline
Theory & concepts
Examine receivables, payables and inventory as drivers of cash needs. Interpret the cash conversion cycle and identify practical actions that improve cash flow without overlooking customer relationships or service continuity. Calculate receivable, payable and inventory days using consistent assumptions. Assess how payment terms, stock levels and collection discipline affect cash needs and operational relationships.
Professional application
Connect customer terms, collection, stock and supplier payment to the cash cycle. Compare the financial benefit of an action with its operational and relationship consequences.
Hands-on exercise & output
Build a working-capital action plan and a short cash forecast.
4
Budgeting and variance analysis
Theory & concepts
Build a simple budget using transparent operating assumptions. Compare actual results with budget, separate volume and rate effects where relevant, and use variance analysis to identify actions rather than explain away gaps. Separate volume, price, rate and mix effects when investigating variance. Use driver-based assumptions and rolling forecasts to update the outlook when conditions change.
Professional application
Build a forecast from business drivers rather than simply applying a percentage increase. Explain variance through changes in volume, price, mix and timing.
Hands-on exercise & output
Prepare a departmental budget and an evidence-based variance explanation.
5
Investment appraisal and scenarios
Theory & concepts
Apply payback, return on investment and introductory net present value to a business case. Recognize the importance of timing, discounting and risk, and test how sensitive the recommendation is to key assumptions. Compare payback, ROI and NPV for an investment using supplied assumptions. Apply sensitivity analysis and recognize that a favorable headline return may conceal timing or execution risk.
Professional application
Identify the cash flows, timing and assumptions that drive an investment decision. Compare scenarios and explain what would need to change for the recommendation to reverse.
Hands-on exercise & output
Present an investment recommendation with scenarios and key uncertainties.
6
Financial communication and decision-making
Theory & concepts
Select ratios and indicators that answer a specific management question. Present a recommendation with costs, benefits, risks and alternatives, and explain the limits of the analysis in clear business language. Interpret liquidity, profitability and efficiency ratios in business context. Avoid judging a company from one ratio and distinguish a management question from an accounting conclusion.
Professional application
Frame a financial discussion around the decision, evidence and uncertainty. Communicate the business implication of the numbers and identify the action or further analysis required.
Hands-on exercise & output
Deliver a concise financial decision brief with assumptions and next steps.
Integrated assignment
Assess a business decision using financial evidence and scenario calculations, then present a recommendation with assumptions, sensitivities and risks.
Delivery & methodology
Format
Part-time professional training
Attendance
Face-to-face · Live online
Location
Dubai / UAE for face-to-face cohorts; online attendance available
Timing
Session hours, timetable, venue and cohort availability are confirmed in joining instructions.
- Pre-course needs and learning-goals assessment
- Facilitated theory and professional concepts
- Guided demonstrations, case analysis and hands-on exercises
- Application to workplace decisions, with discussion and feedback
- Post-course learning review and a personal application plan
Assessment & application
Before
Identify your role, experience, priority objectives and a workplace task you want to improve. Record a baseline confidence rating with an example of current capability.
During
Review module exercises for accurate use of the method, evidence supporting decisions, relevance to the case and clarity of the completed output. Use facilitator and peer feedback to refine the work.
After
Compare the completed assignment with your initial objectives. Explain the decisions made, identify remaining gaps and record the next practical steps.
Workplace transfer
Create a personal 30-day application plan with a defined action, target date, required support and an observable success measure. This is a participant follow-through plan; ongoing coaching is scoped separately.
Frequently asked questions
How does the program help non-finance managers use the numbers?
It connects the income statement, balance sheet and cash flow, then applies cost analysis, budgeting and investment appraisal so you can interpret numbers and challenge assumptions in plain language.
Is it applicable across functions?
Yes. The decision toolkit supports commercial conversations in any function.
Are the dates confirmed?
Dates, delivery format and places are confirmed by TIH before any booking is finalized. Use the enquiry option to check the next available cohort.
