Finance & management consulting · KSA
We turn numbers into clear decisions.
Financial numbers tell you what happened. A decision requires knowing why it happened, where profit is created or lost, and how cash moves through the business. We connect financial data to pricing, customers, products, trade terms, inventory, collections and costs.
From data to insight. From insight to decisions.
Where do your profits go?
Where do we make money?
Sales can grow while margins decline. We analyse profit by company, customer, product and SKU.
Where do margins erode?
Discounts, promotions, returns, trade fees and operating costs can affect profit more than traditional reports show.
Where does the cash go?
We analyse inventory, receivables, payables and the cash conversion cycle to identify trapped funds.
What needs to change?
We provide clear analysis and practical recommendations that management can act on.
Services
What we do
We turn financial and operational data into practical insight that helps owners and management improve profitability, manage liquidity and control growth.
Profitability analysis
We identify where the company actually makes money.
- Profitability at company, customer, product and SKU level
- Gross and net margin analysis
- Actual product costing
- Most and least profitable products and customers
- Impact of prices, discounts and costs
- Pricing and assortment recommendations
An integrated profitability model, executive analysis and actionable recommendations.
Trade spend & commercial discounts
We connect commercial spend to actual results.
- Listing fees
- Promotions and discounts
- Rebates and trade allowances
- Returns and expired products
- Cost of trade promotions
- Net profitability per customer
True profitability after all commercial deductions.
Cash flow & working-capital management
We turn cash management from reaction into planning.
- 13-week rolling cash forecast
- Receivables and payables analysis
- Inventory and turnover analysis
- DSO, DIO and DPO
- Cash conversion cycle
- Identifying opportunities to improve liquidity
Management reporting & dashboards
Reports a decision-maker can read in minutes.
- P&L, balance sheet and cash flow
- Sales, margin and variance analysis
- Key performance indicators
- Monthly reports and executive dashboards
- A better organised month-end close
Budgeting, forecasting & FP&A
We build a financial plan that can be managed and reviewed.
- Annual budget
- Financial and rolling forecasts
- Actual vs budget and variance analysis
- Growth, profitability and liquidity scenarios
- Decision-making financial models
Financial & management advisory
Practical financial experience beside management.
- Improving profitability and controlling costs
- Better financial processes, policies and procedures
- Stronger internal controls and financial models
- Feasibility studies and expansion decisions
- Periodic reporting for management, boards and banks
From numbers to insight. From insight to decisions.
How we work
How we work
Diagnostic
4–6 weeks
A profitability model, a 12–15 page decision document, and a two-hour workshop.
Monthly retainer
Ongoing
Monthly close and reporting, a dashboard, and a rolling cash forecast.
Advisor on call
Monthly
A named contact, written decision memos, and a quarterly report for banks and the board.
You don't need to change your accounting system. We start with your current data and systems, then identify what needs to improve.
Sample output
What you receive
Instead of dozens of tables and reports, management gets one clear view connecting sales, margin, profitability, working capital, cash and decisions.
Customer profitability
Net profitability by customer after discounts and trade costs.
Illustrative data — not client data.
- SKU margin waterfallFrom shelf price to net margin per SKU, step by step.
- 13-week cash viewA rolling cash forecast, week by week.
- Customer P&LA profit and loss statement per customer, after all deductions.
- Working Capital DashboardInventory, collections, payments and the cash cycle in one view.
- Management DashboardA concise set of indicators management needs to make decisions.
About
Why Noomoo?
Hands-on experience in financial management, planning and analysis with SMEs and growing companies.
We do not view numbers separately from operations. We connect finance to sales, pricing, inventory, collections and costs, focusing on clear outputs and practical recommendations that help management make better decisions.
Insights
Insights
2026
The revenue standard for SMEs is changing
The third edition of IFRS for SMEs rewrites Section 23 (Revenue) around the five-step model in IFRS 15.
If it applies to your company, it changes how revenue and margin are presented — not net profit.
Coming soon
The cash conversion cycle in Saudi retail
How inventory, receivable and payable days should be read together rather than separately.
A short note in preparation.
Coming soon
Matching trade deductions to promotions
Why trade spend differences sit open in receivables for months.
A short note in preparation.
Contact
Start with one question.
You do not need to begin with a large project. Tell us what you want to understand, and we will help identify the first step within two working days.