Consortium Structuring

With vast experience in capital and turnkey project solutions, we are able to assess the needs of the projects in the infrastructure and real estate sectors.

Based on these needs, we put together a consortium that is made up of a qualified team that functions as a unit to ensure the successful yet timely execution of the project.

We then coordinate the project team throughout the life of the project and submit timely reports to the client for their update.


Together, we quantify the key levers in a negotiation by use of sensitivity and scenario analysis. These help us identify what position to take, and with you, work to get you the best deal.


We answer the questions around how muchat what point and in exchange for what whenever you need to raise funds. We know who owns capital and who needs it, and with the right match, we are always looking to make the connection.

Our experience in the financial services sector, particularly financial analysis, financial structuring, resource management, capital raising, and market research sets us apart from our competitors.

Over the years, we have created a sound network of potential financiers, all regional in both state and non-state activities who are looking for quality opportunities in the region. With our rigorous due diligence process and competent financial evaluation skills, we offer our network quality opportunities ranging from Energy, Fast Moving Consumer Goods (FMCG), Hospitality and Real Estate.

Our involvement ensures the best outcome for both the project financier and the project developer.

Turkana oil field, Kenya Narrative Report


Turkana is Kenya’s first oilfield. Discovered in 2012 by the Anglo-Irish firm Tulllow, estimated oil in place has reached over three billion barrels, appraisal is underway and a final investment decision (FID) is due in 2019. Other consortium partners are Africa Oil (25%) and Total (25%), the latter having bought out the share of Maersk Oil in 2017.

InVhestia Africa & Open Oil have prepared a  financial model, according to the FAST financial modelling standard[1], to address major questions of public interest, including:

  • What levels of revenues are likely to flow to county government?
  • What scale of project is likely to be developed under an FID taken in 2019?
  • What will be the effect of state participation rights of up to 20% in the fields, to be exercised by the National Oil Corporation of Kenya?
  • What are key factors in determining the project economics and profitability of the Turkana South Lokichar fields?
  • What is “government take” of profits in the project under various price and cost assumptions?

The Turkana discovery has aroused great interest in Kenya, which has licensed many other blocks but has no commercial oil development yet.  It came as Kenya introduced new rules to share revenues from natural resources, part of a broader move to strengthen  the county governments in the East African country. The newly elected government of President Kenyatta has also stated that exploitation of the country’s natural resources forms a key part of planned economic growth over the next few years.

An “Early Oil” scheme to truck small quantities of oil before full field development, which began in mid-2018, is not modelled, though is discussed.

The financial model is published under Creative Commons license. All data and assumptions are explicit and sourced.

Key Features & Assumptions

We have used the below Petroleum Resources Classification Framework for our modelling purposes. Important to note is that Tullow has identified the amount of oil and that is looking to develop as varying between 600 million barrels under a “2C” and 1.2 billion barrels under a “3C” scenario. The “C” in this case stands for “Contingent”.

Contingent Resources are those quantities of petroleum estimated, as of a given date, to be potentially recoverable from known accumulations, but the applied project(s) are not yet considered mature enough for commercial development due to one or more contingencies e.g. projects for which there are currently no viable markets, or where commercial recovery is dependent on technology under development, or where evaluation of the accumulation is insufficient to clearly assess commerciality.

Source: Petroleum Resources Management System, 2007 p. 4

The model uses three development scenarios: the so-called Foundation Stage development planning announced by Tullow and expounded in its 2017 annual report[2], and then two larger developments called “2C” and “2.5C”, representing production of 600 million and 900 million barrels respectively. Tullow has yet to announce reserves levels formally, but current (May 2018) contingent resources declared are 250 million (1C), 600 million (2C) and 1.2 billion barrels (3C).

Assumptions on capital expenditure for the Foundation Stage are taken from the Tullow 2017 report: $1.8 billion for development of production reaching a plateau of 80,000 barrels a day, and $1.1 billion for a pipeline to run to Kenya’s Indian Ocean coast, near Mombasa. The model also assumes a 15% discount to Brent based on reports of the “waxiness” of Turkana crude as assayed from appraisal wells, and references in previous reports on the project.[3]

The fiscal regime is challenging since the contracts for the two areas in the Turkana project, 10BB and 13T, have not been published. Consequently, we have modelled the fiscal regime on the contract for 10BA, which was licensed in the same round and for which headline terms are available and, where appropriate, public comments by officials.

The main revenue stream under all conditions for the Kenyan government is the profit split mechanism, since Corporate Income Tax is deemed as “paid on behalf” – not a separate cost to the Contractor. The cost recovery ceiling of 60% generates profit oil at any level of production, with a sliding scale increasing the government share as production goes up.

The National Oil Corporation of Kenya has a back-in right of 20%, exercised at the time the Contractor declares commerciality. This model assumes NOCK exercises that right and finances its participation by borrowing from cash flows in the project at a rate of LIBOR plus four percent (4%).

A windfall profits tax is levied when the price of Turkana blend rises above the equivalent of $50 per barrel at the date of signature in 2010, indexed against a USD consumer price inflation index.


Local Revenue Flows will be substantial – and caps are marginal

The model shows clear results in terms of revenue flows to Turkana County, and the community level which could go some way to assuaging concerns. Local revenue sharing of profits from natural resource projects has been a hot political topic in Kenya for the last few years. Following the 2016 Mining Law, which allocated 20% of mining royalties to the county level of government, and an additional 10% to the immediate community of a mine, parliament passed a similar law for petroleum revenues in late 2017, with the same proportions applied to the profit split instrument.

But that bill was not signed by the president, and in early 2018 a counter proposal was made of 15% to the county government, and 5% to the community. According to media reports there has been an agreement over a third proposal, where the County Government will get 20% of the revenue share the Government received with the community receiving 5%.[4] This is the baseline scenario used.

The arguments on both sides are complex. Advocates of a higher local share argue that national government has long kept too much state revenues across the board, and there is no guarantee that revenues which go into central accounts will result in services across the country. On the other side, many officials argue that Turkana county government will not have the ability to absorb the large sums involved.

Comparison of likely oil revenues against Turkana’s continued ongoing allocation from the national government shows that the lower cap of 100% of the allocation from central government is unlikely to be reached, and that at both county and community levels revenue flows are going to be considerable. Turkana County’s allocation from central government is currently just on the $100 million a year mark, and has been rising by about 6% a year since the new system was introduced in 2013. Assuming a continued 6% rise, oil revenues under the base scenario of 600 million barrels of production, and a March 2018 Brent oil price of $65 per barrel, the allocation to Turkana county will never hit the proposed 100% cap compared to government allocation. The nearest point would be in the late 2020s and early 2030s. In 2030, for example, Turkana County would earn $224 million from oil revenues, under the currently proposed scheme, but the “cap”, its allocation from national government, is then likely to be $240 million.

Under this same scenario, the local community at Lokichar are due to receive some $700 million of revenues over the life of the project but will never hit the cap of 25% of the level of the government’s allocation to Turkana County as a whole.

Under Tullow’s currently publicised “Foundation Stage” development plan of 250 million barrels, neither level of cap, at county or community level, is reached at any historical level of oil price.

There are scenarios of very large scale production combined with high price under which the caps would be hit. For instance, the table below demonstrates revenue levels assuming 900 million barrels of production.

Over the life of the project, Turkana County would receive some $4.6 billion of oil revenues. Just over $600 million, or about 13%, would have hit the cap. Under the 2018 proposals Turkana County will receive $3.3 billion before the cap relative to funding from central government even comes into play.

Under the base scenario of 600 million barrels at a 2018 oil price, escalated by inflation, the community would receive just over $1 billion, with about $150 million held back under the cap rule. Similarly, under any scenarios of increasing price, or production, overall government revenue is driven up, which means that, at the 2018 proposed level of 5% of profit split, community level revenues reach over $700 million during the life of the project before the community level cap comes into play. In fact, since the community cap is based on the government’s allocation to Turkana County, the cap on revenues to the community is more affected by lower allocations from national government, through the mechanism of the Commission for Revenue Allocation, than by caps introduced to the Turkana oil project.

The lower splits of profit share affect the community allocation at lower levels of production. But it is important to understand that such revenues would still be significant. For instance, in the Foundation Stage scenario of 250 million barrels at $65 oil price, the community share would be about $200 million under the 2018 proposals.

Tullow’s Final Investment Decision will be about a 600 million barrel field – and the economics are still not locked in

Since the Turkana field was discovered in 2012, estimates of its scale and profitability have been volatile. On the one hand, Tullow, as operator, has continued to add to its estimate of the overall resource in place, until latest estimates (early 2018), put estimates of Stock Tank Oil Initially in Place (STOIIP) at 4.1 billion barrels, with contingent resource estimates ranging from 240 million barrels at high certainty (“1C”) to 1.2billion barrels at low certainty (“3C”)[5]. Such ranges are not unusual at the early stages of an oil project, although it is notable that Tullow has not upgraded its classification from “contingent resources” into actual reserves figures, despite extensive appraisal drilling[6]. On the other hand, there have been frequent delays to initial expected timelines.

Tullow’s 2017 annual report describes a phased approach to development, with what it calls a Foundation Stage to be built first, which would suffice to produce 250 million barrels of oil at a production plateau of 80,000 to 100,000 barrels a day. The company estimates $1.8 billion of capital development for this stage, together with $1.1 billion to build a pipeline to carry the oil to the Indian Ocean coast. The company also says it is working towards a Final Investment Decision (FID) in 2019.

What the model suggests is that such an FID will be around a substantially higher production profile than the Foundation Stage itself. The economics of a smaller field development look relatively weak since the fixed costs of developing the field and the pipeline are high, compared to running costs. Tullow has put on record that exploration and appraisal costs had reached $1.6 billion by mid-2016. A report in the Petroleum Economist also suggests that a project of 750 million barrels would be viable at a price of $55 per barrel[7].

The graph on the right demonstrates that the Turkana project would actually achieve negative NPV under the Foundation Stage scenario across the full life of the project, assuming a discount rate of 10 percent. Even under the 2C scenario, breakeven point would be $70 per barrel, constant price, while under the 2.5C expanded production scenario it would be in the mid-$50s.

In reality, the FID will be driven by so-called “point forward” economics, where the sunk investment will be largely disregarded. But the “full cycle” economics offer a perspective on the fact that while in Kenya expectations, and perception of potential profits, may be high, the commercial logic of the Turkana oil project is still not locked in.

From the investor perspective, there are still two large unknowns. One is a valuation for Turkana crude. This model posits a 15% discount to Brent, based on an earlier report’s citation of a Kenyan government official[8], and recurring references to its waxy nature. We assume the extra cost of catering to this characteristic has been built into Tullow’s own public estimates, which include heating the oil in the pipeline and in storage. What may be less predictable is a market valuation for Turkana crude, and also the requirement to heat the oil constantly adds engineering complexity, meaning the margin of uncertainty in costs might be higher.

A second unknown stems from continued political uncertainty, both at national level and around the project itself. Tussles between county authorities and the national government have included public sparring between the governor of Turkana County and the president, and blockading of sites where appraisal wells are being drilled. For now, there seems to be a truce with the government recently flagging off the Early Oil Pilot Scheme which will see oil from the Turkana region transported by trucks to Mombasa before the pipeline is constructed. The pipeline needed to bring Turkana oil to market runs 850 km through several counties, this might complicate how easy and fast the oil gets to market. In the current environment of county government seeking autonomous funding, including from natural resource projects, the route to market may appear to Tullow and its partners to still be some long way away from secure. From this perspective, it is even possible that the national government’s desire to truck oil early from the fields, which makes little commercial sense for either government or companies[9], is triggered by a desire to normalise oil production and shipping in terms of national politics. It may be that Turkana’s Early Oil proposal, itself delayed several times by ongoing debate, is intended to drive towards an FID for the project as a whole rather than simply provide early production.

Government take is in the ballpark

The IRR for the contractor is at 9.25% under the baseline scenario of 600 million barrels and a constant price of $65 per barrel. The government ends up taking 62% of the total project revenues at NPV0 These government take ratios are well within the ballpark of what an early producer country could expect, especially considering the ‘waxiness’ of the Turkana Oil. As seen below from our internal analysis while the Government take is slightly lower than other early producer regimes we have analysed in Africa, this can be accounted for by the ‘type of oil’. When we remove the 18% due to waxiness of the Turkana Oil the Government take increases from 62% to 66%.  Even with a “2.5C” level of 900 million barrels, the contractor only gets to 13% rate of return, and it is important to note that under any of the scenarios in the model the contractor does not make super profits, which might be defined as a rate of return over 20%.

Source: Internal Analysis


NOCK’s participation will not add state profits until the 2030s

One surprise result of the model is the relatively modest impact of a 20% back-in right by the National Oil Corporation of Kenya (NOCK), assumed to be in the contracts. So-called “state participations” have become a common feature of oil contracts in the last 30 years or so, as countries seek to capture more of the value of their national resources, and develop their own industries. The model assumes a 20% back-in stake, which the government can choose to exercise at the time when a company declares commerciality – in other words, goes from saying there is oil in the ground to committing to investing the money to extract it.

What the model shows is that such participation is likely to have only marginal impact on revenues flowing into the Kenyan treasury. The main issue here is: what are the terms of the “carry”, under which NOCK comes into the project after Tullow and its partners have discovered oil and then built a development plan?

This model assumes that a standard industry practice is carried out, whereby the Kenyan state borrows from the project itself to finance its own 20% stake. In other words, if and when Tullow announces an FID, the government declares its own 20% stake, which becomes immediately operative. But NOCK must pay 20% of all costs from that point forward, which include the heavy investments of development and the pipeline. It effectively borrows these sums from the Contractor, which it agrees to repay out of its 20% share of the Contractor’s share of the profit split (which is separate to the government’s core share) – once oil is being pumped. But since production will not start until several years after development, and then take further time to ramp up to high levels, the financing is extended as a loan with an interest rate attached, and the interest rate is payable too. The model assumes an interest rate of about 5%, which would be within the range for such a loan.

Once all these terms are put together, the model then predicts net financial results for NOCK’s participation. Once the payback of the carry is factored in, NOCK will not start earning extra income for the state of Kenya until the 2030s under most scenarios. For example, assuming a field size of 600 million barrels and constant price of $65, it would take NOCK until 2036 to pay back the carry. It would earn $530 million over the life of the project, representing less than 4% of the government’s total earnings in the project. Under a high price of $85 in today’s money, escalated by inflation over time, NOCK starts to earn extra net revenues in 2030.

Media reports in early 2018 have quoted officials as stating NOCK could seek a flotation on the Nairobi, London, and other stock exchanges[10]. This could change the economics of the company, as it would then be able to contribute its share of development costs, and reduce or eliminate a loan and the interest charges attached to it. But such a flotation would be unlikely to substantially change the assessment of NOCK’s contribution to state revenues, unless private investors were prepared to pay a substantial premium. If flotation goes ahead within a suggested timeline of 2019, this would be a suitable scope for a further modelling exercise.

The total government take, undiscounted, is in the low 60s% under most price and cost scenarios for a 600 million barrel field or above. This is within the range of comparable deals, since the contract was signed before there was any known prospectivity.

Information Gap Analysis

There are several significant gaps in information that, if filled, would improve the model:

  • Publication of the full text of the contracts governing the development of the Turkana South Lokichar project.
  • Estimates of operating costs and pipeline fees.
  • More refined forecasts of capital expenditure in the case of expansion of development into the 2C and 2.5C resource scenarios.
  • Project finance: loans and interest rates to be used by the Contractor to finance the project, and their allowability against tax liabilities.



[2] pp28-29




[6] The most widely used classification system for hydrocarbons is that developed by the Society of Petroleum Engineers


[8] p16



Johnny West, Stephen Gugu, June 2018

Can You Make It Do What You Want It To?

Can you bend a spoon with your mind? Can you eat a frog? Better yet, can you make a living frog appear from your mouth as if swallowed earlier? Guess what? David Blaine just did it here. Who is David Blaine? Let me Google that for you…

This post is not about magic. It’s about being a craftsman or craftswoman.

When I was younger all I wanted to do was to play football – my intended career path was to become a footballer. My dreams were valid, of course, until life happened- I am not the one I thought I would be. Nevertheless, I follow those in that career so that I can find out what it takes to make it. Maybe then I can perhaps actually make it in my next life.

The world’s best male footballer left his home at the age of 13 to join a football academy. He left behind his family to go live with strangers in a distant land; miles and oceans away from his hometown. In this academy he breathed, ate, and slept football. He is now 29 and embarrassing peers on all fronts.

How did he become so good? How do I get that good for my next life, bearing in mind the life expectancy here?

Cal Newport in his book “So Good They Can’t Ignore You” writes about achieving success through the work you do. Many people root for finding your passion, what he calls the “Passion Mindset”. However, he takes a divergent view on this. He suggests that to be successful you have to get a rare and valuable skill, hone it through deliberate practice, and find people who can pay for it. This is termed as the “Craftsman Mindset”.

How does all this tie together, you ask?

Let us step off from the field and onto your working desk. Your job most likely requires you to use a certain skill. Be it bending spoons, or making frogs appear from your mouth or any orifice for that matter, you need some skill. Or yours may be similar to ours where we replicate a client’s business scenario on a spreadsheet software to help in decision making. How do you handle outrageous and one of a kind situations? We subscribe to the craftsman mindset and invite you to do so as well. Ask yourself, with regards to the skill you claim to possess, “Can you make it do what you want it to do?”

Musings from an Angel Investor: What can we learn from Nigeria?

I was in Lagos for three days attending the African Angel Investment Summit 2016. This was my third visit to Africa’s most populous country and I must say, with each visit, I get to learn more and see why it’s a force to be reckoned with. Estimates indicate that Nigeria has a population of over 200 million with Lagos, its largest city, having a population of more than 20 million. To put this into perspective, the East African countries (Kenya, Uganda, Tanzania, Rwanda and Burundi) have a combined population of just above 120 million; the largest cities in East Africa have a population of around 4 million.

Nigeria is a bit threatening if you are visiting for the first time. At the airport, what greets you is the hot humid air. Once you acclimatize to this, you go through passport control which is eventful in its own way. While in most airports you expect to find immigration officials in official clothing, in Nigeria a number of them wear plain clothes. For an outsider this is a bit confusing as you really don’t know who to trust and who to follow. As a Kenyan I can get a visa on arrival. Theoretically speaking the process of getting one is meant to be straight forward: land, get the visa and off you go.

Once you land, one of the officials collects passports of those who need visas upon arrival; this may take some time depending on the number of arrivals requiring visas. You are then required to collect your luggage, walk across the airport to the ‘Visa on Arrival’ offices, pay for your visa, then head back to immigration for your passport to be stamped. When visiting Lagos and require a visa when you land, plan at least an hour and half for this process.

This brings me to my point; Nigeria looks threatening from the outside; this perception has worked both negatively and positively for the country especially with regards to the growth of the early stage entrepreneurial ecosystem.

In this article I discuss the Nigerian entrepreneurial ecosystem and draw out lessons that Kenya, my country, would do well to learn and adopt.

Kenya prides itself in having one of the most open economies in Africa for an ‘outsider’ looking to set up operations in Africa. A couple of things contribute to this- the weather in Nairobi is quite moderate and most Kenyans speak English making for easy communication. Most public utilities work fairly well; you are guaranteed electricity and water (depending on where you settle of course), and for the most part, the road network works well sans the traffic. The World Bank Index puts Kenya at position 5 while Nigeria ranks at 36 in Africa on the ease of doing business index.

This has meant that Kenya has seen a significant number of foreign based organizations in non-governmental, private sectors and entrepreneurs out to curve out a niche. While on the one end this is a good thing, it has also had a number of negative implications on the ecosystem. Donor money, foreign based investors and foreign entrepreneurs (mostly from the Silicon Valley) have all combined to make the ecosystem substantially different from what you see in Nigeria.


First, valuations in Nairobi are rather high. Foreign based investors, especially angels and venture capitalists investing in Nairobi, come in with anchors based on what is happening in the West. As a result, they are willing to value start-ups which have attained paltry revenues and traction at valuations not grounded in reality. A week ago at the Angel Fair in Nairobi, I met a start up with total revenues of around $60,000 since its inception two years ago that raised funding at a valuation of $7,000,000! The surprising thing is that the company had already secured funding from foreign investors on the basis of that valuation. Nigeria has not faced similar price inflations; in the absence of many Western investors, the ecosystem has grown organically and entrepreneurs are more grounded on their valuation.

Secondly, the Lagos Angel Network remains one of the best case studies in Africa of an angel network that has grown organically and closes deals. While in Nigeria I attended a session where five start-ups were pitching to the LAN angel investors. It was fascinating to see a room of local angels most of whom were Nigerians taking on start-ups on the question of funding. Please note that Nigerians could alternatively invest in real estate, treasury bills and bonds, stock markets etc. but the angels have chosen to risk a part of their portfolios in angel investing given they believe it’s the only way to build their country- creating businesses that will create employment and contribute toward solving the problems they face as a country. (This is borrowed from the African Business Angels President, Harry Tomi Davies).

In Kenya, attempts to form angel groups have not been very successful; there are angel investors, some of them in exclusive groups where investing requires significant capital outlays. In LAN, you only need to put in $3,000 per round of investing.

The third point is how the absence of donor money in the ecosystem in Lagos has helped create a number of sustainable businesses grounded in reality. In Kenya, donor money channelled in through competition, grants, soft loans etc. has resulted in business models out to win one grant after the other for sustenance. Some of the entrepreneurs exist for as long as they can attract more grants. This has to some extent hampered the growth of the ecosystem by making entrepreneurs grant-dependant and thus reducing their ability to scale up.

Nigerian entrepreneurs have relatively fewer sources which has given them the entrepreneurial spine. A month ago, I interacted with a Nigerian entrepreneur in the private security industry at the Strathmore Business School in Nairobi where I teach the Owner Managers Program. He lamented over the multiple levels of taxes he has to contend with and the challenging operating environment with regards to infrastructure. He was visiting as part of an exchange program in partnership with Lagos Business School. His view of Kenya is that we have it very easy given the government allows entrepreneurs to be, well, entrepreneurs. He felt that the Nigerian government in most cases acts as an impediment rather than as a facilitator.

To conclude, while we have been lucky to have an open environment that has made it easy to set up and do business, we need to look at ways to turn this to our advantage. One of the key thoughts that came up from the angel conference is that in the next 5 – 10 years a number of investing opportunities in Africa will be too expensive for angel investors- this is the time to dive into angel investing despite the challenges being faced. With the openness of Kenya, a wait and see approach will lead to a case where investors will be too late for the ‘party’.

Entrepreneurs on the other hand need to realize that this is Africa, not in Silicon Valley! While there are significant opportunities for entrepreneurs to scale their businesses, the growth will be slower, taking more resources and require a lot of the local based knowledge and experience. This should push entrepreneurs to have more reasonable discussions with angels and even actively seek them for their businesses.

Vehicle to Grid Technology – My Ideal Vision 2030

By Grace Karugu, Group Accountant and Administrator

In approximately 14 years, my ideal Kenya will have integrated green and sustainable energy like plug-in hybrid electric vehicles. We will trade in our internal combustion engine based vehicles (which use petroleum to propel the vehicle and emit toxic gases, ultimately causing harm to the environment and human life) for clean and efficient electric-powered vehicles.

Vehicle to Grid (V2G) Power will allow my electric vehicle to power and be powered by the grid. I will charge my vehicle at times of off-peak demand (and therefore cheap tariffs), and either use that stored power in my ‘smart-home’ or at work (when electricity costs are higher). I will also be able to sell electricity back to the grid, generating revenue and cutting the amount of generation needed to meet peak demand.

This is how it will work:vehicle-to-grid-v2g

In the mornings I will drive to work and instead of my car remaining idly parked throughout the day, the on-board battery will be connected to a nearby electrical grid via appropriate communication devices. This can be fulfilled by utilizing the concept of ‘smart grid’; an electricity network capable of processing information, managing the electricity flow, and fulfill the end users varying power demands as well as provide communication between generation sources and end users. This concept works to balance the ‘off-peak’ and ‘peak’ demand, that is, charge during off-peak hours and sell it back to the grid during peak hours. Alternatively, instead of selling electricity back to the grid, I can choose to power the coffee machine at work or my TV at home.

The benefit of this will be a Kenya with cleaner power, lower energy costs, greater economic stability and increased overall productivity.

The major concerns are the high initial cost, lack of government subsidy and resistance to change, be it from manufacturers or people (particularly those with ‘fuel-lined pockets’). However my ideal vision is that the narrow and negligent persons will act selflessly and focus only on the future prospects of V2G.

The recent projects in the V2G implementation, for example by Nissan, have shown promising results and encourage further research in the field. As and when more durable batteries and cost efficient grid lines become common, V2G will become a widespread reality.

Note to my 2030-self: Do NOT forget to charge your car!

There is no Excel money!

Our Trainings

We offer customized training solutions for teams using adapted case studies to ensure that participants gets maximum learning from our trainings. With two trainers in each session, you are assured that no team member gets left behind.

The trainings typically start with an introduction of InVhestia and the trainers. The trainer then asks the participants what their expectations for the training are and to rate their modelling ability – this allows for the trainer to know what aspects of the content to focus on and how to pace of the training.

To create an understanding of what a FAST Standard financial model entails, the trainer expounds on the four aspects of the methodology, that is, Flexible, Appropriate, Structured and Transparent, with real life examples in order to imprint the importance of these aspects.

The beauty about our open course is that professionals from various institutions get to share their experiences in financial modelling, what approach they use and the challenges and merits of the same.

Before any training, we deem it important to explain to participants that financial modelling is not an end in itself.

What does this mean?

The purpose of a financial model is to give an optimized level of decision making by bringing in new/ different perspectives. Many err when they view financial modellers as people who merely build spreadsheet models instead of understanding that their role is essential in problem solving.

To the same degree, a financial model is a tool that helps in decision making. As in any problem solving method, it is important to understand the problem. When InVhestia engages with a client, we always ask the answer what three to five answers they are hoping to get out of a model. This is because clients often have in mind a picture of what they would like but may not know what questions a model can help answer. Our role therefore, through financial modelling, is to introduce various aspects that many do not usually take into consideration when checking the viability of an investment, project, valuation etc.

To do this, one needs to create a conceptual model and a checklist of the client’s needs. That way, when you finally get round to building your model, the model itself responds to what is happening on the ground and not abstract assumptions. And that is why you’ll hear the phrase, ‘Excel money is real money!’

Our advice to any person who wants to create a model, do not open the spreadsheet until you understand the business problem. Spreadsheets are just part of the process, not the entire process.

FAST Level 1 Certification

InVhestia offers FAST Level 1 Certification, evidence to employers and clients that one is competent in building financial models the FAST way.

What are the requirements to sit the FAST exam?

  • GBP 180* (KES 22,000 inclusive of VAT) – What does this get you?
    • The FAST Standard Level 1 test (one sitting only, no re-takes)
    • Our team to help you process the fee to the FAST Standard Organization
    • Two sample FAST Standard test questions complete with recommended solutions
    • 30 – 45 minutes session with one member of our FAST certified team to help you prepare
    • The free online introductory course to financial modelling to help you brush up on FAST

Why us?

Apart from our years of experience in building financial models and training participants using the FAST Standard methodology, we are currently the only accredited trainer and sponsoring body in Africa for test takers of the FAST Standard examination.

‘I’m convinced, what do I do now?’

  • Click on this link to register for the FAST exam. We will get in touch with you within 24 hours with the next steps.

In the meantime, you can read about our team’s experience on our blog.


Note: Holders of the FAST Standard certificate are eligible for Continuous Professional Development (CPD) points with various professional organizations in the accounting field.