In finance the difference between a healthy position on discounted cash flow valuation and a dangerous one is often a single assumption. Models supporting flow valuation fail quietly, and usually at the worst moment. The programme builds the judgement to know which parts of the practice within financial and banking practice to standardise and which to leave flexible. Improvement in discounted cash flow valuation stalls when it depends on one capable individual rather than a defined method. It treats the financial and banking practice capability as an operating discipline and equips participants to run it as one. The content is relevant to those who own flow valuation and to those who are held accountable for its results. Work is grounded in real cases drawn from discounted cash flow valuation, which each participant adapts to conditions in their own organisation. Post-incident reviews keep identifying weaknesses in flow valuation that were visible long before the incident. Participants leave with a first-ninety-days plan for the wider financial and banking practice agenda rather than a set of notes.
Expected Learning Outcomes
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Build the client due diligence and monitoring appropriate to discounted cash flow valuation.
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Set acceptance criteria for flow valuation before work begins rather than after.
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Build the audit evidence that demonstrates discounted cash flow valuation operated as designed.
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Prepare the regulatory submissions arising from flow valuation.
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Apply the relevant accounting and disclosure treatment to discounted cash flow valuation.
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Translate policy on flow valuation into procedures that hold up under day-to-day pressure.
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Reduce avoidable variation in how discounted cash flow valuation is carried out across teams.
Who Should Attend
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Financial technology and change staff modernising discounted cash flow valuation.
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Specialists advising senior management on flow valuation.
