Service
Business plan writing services in Jeddah
A complete, funding-ready business plan written around your actual numbers — not a template with your name in the header. English only, remote delivery, quoted per scope.
- Full plans for bank loans, investors and internal approval
- Market, operations, management, financials and funding ask
- Financial model delivered as an Excel file you keep and can edit
- Written scope and fixed quote before drafting begins
What a full business plan contains
A plan is not one document with one reader. It is a set of arguments that have to survive different kinds of scepticism. The structure below is the one I use for most engagements; sections are adjusted to the funding route, not copied wholesale.
| Section | The question it answers | What goes in it |
|---|---|---|
| Executive summary | Is this worth reading the rest? | The business, the ask, the use of funds, the headline numbers |
| Business description | What exactly is being built, and where? | Entity status, locations, stage, ownership structure |
| Market analysis | Who buys this, and who else is selling it? | Customer segments, competitor set, positioning, demand logic |
| Products and pricing | What is sold, at what price, at what margin? | Offer, price architecture, unit economics |
| Operations | Can this actually be delivered? | Premises, suppliers, staffing, capacity, quality control |
| Marketing and sales | How do customers arrive? | Channels, acquisition cost logic, launch plan |
| Management | Who runs it, and what is missing? | Roles, decision rights, gaps and how they are covered |
| Financial plan | Do the numbers work? | Assumptions, P&L, cash flow, break-even, sensitivities |
| Funding ask | How much, for what, and how does it get repaid or returned? | Amount, allocation, milestones, repayment or exit logic |
| Risks | What could break this? | Real risks with mitigations, not a decorative list |
A plan for a bank loan leans harder on repayment capacity and downside. A plan for an investor leans harder on market size logic and the funding story. The same skeleton, different emphasis.
What "funding-ready" actually means
It means the document anticipates the questions. A credit officer will ask why the revenue ramp is credible, what happens if volume arrives six months late, and whether the founder has anything at stake. An investor will ask why this team, why now, and what the money buys that cannot be bought later.
I build the plan so those questions are answered inside the document rather than in a follow-up email. That usually means:
- Assumptions stated explicitly, in one table, so a reader can challenge them rather than guess at them.
- A downside case, not just a base case. A plan with only optimistic numbers reads as a sales document.
- Numbers that reconcile. Revenue minus costs equals the result shown. Margins match the narrative. Cash flow ties to the P&L.
- A funding ask that maps to line items. Equipment, fit-out, working capital and contingency, each with an amount and a reason.
If the numbers do not support the ask, I say so before writing the plan. That conversation is cheaper than a rejected application.
What I need from you
The drafting cannot start without inputs. In practice these are:
- A clear description of the business and its stage.
- The funding purpose and amount you have in mind, even if it is a range.
- Pricing and cost assumptions — or the raw material to derive them (supplier quotes, salary expectations, rent estimates).
- Any existing financial records, even incomplete ones.
- The reader: which bank, which investor type, or internal approval.
- A deadline, if a submission window exists.
Missing inputs are the single most common cause of delay. If you do not have supplier quotes, I can structure an allowance and label it as an estimate, but the plan will say so.
What delivery looks like
You receive a draft in Word or PDF for review, plus the financial model as an Excel workbook with visible assumptions and formulas. Two revision rounds are included. Revisions cover corrections, clarifications and scope-consistent changes — not a new business idea halfway through.
Final files are delivered once the payment terms in the written scope are met. Standard plans are paid in full in advance; larger scopes are staged in writing.
Scope boundaries
This is a writing, research and modelling service. It is not:
- an application submission service — I do not submit to banks, funds or programmes on your behalf;
- a guarantee of approval, funding or investor interest;
- an audit, a valuation, or formal legal and tax advice;
- an Arabic-language service.
Where a plan touches licensing, regulatory or tax questions, the document flags them as matters for a qualified local adviser rather than asserting an answer.
When a full plan is the wrong purchase
Sometimes it is. If you have not tested whether the business is viable at all, a feasibility study is the cheaper first step. If your numbers are still moving weekly, a financial model without the full narrative may be enough. If you are raising from investors and already have a plan, pitch deck support may be the missing piece.
I will tell you when a smaller engagement fits better. That is cheaper for you and better for the odds that you come back for the next stage.
Next step
The scoping call is free and takes thirty minutes. Bring the funding amount, the deadline, and whatever numbers you already have. You leave with a clear view of what the document needs and what it will cost — or with an honest answer that you do not need me yet.
How the document is used after delivery
A plan is rarely read once. In practice it gets used in four ways, and each one puts different pressure on the document:
- Submitted with an application. The reader is looking for missing sections, inconsistent numbers and unsupported claims. Formatting matters less than coherence.
- Used as the basis for a meeting. The founder needs to be able to defend any page without rereading it. That is easier when the assumptions are explicit.
- Shared with a partner or investor. The document has to explain the business without the founder in the room.
- Used internally as an operating reference. The financial model becomes the monthly comparison between plan and actual.
Because of the fourth use, the model matters as much as the prose. A plan that cannot be updated after the first month of trading has a short useful life.
A note on length
Plans are usually 25 to 45 pages, including tables. That is a consequence of the content, not a target. A single-site service business may need 20 pages; a multi-site operation with debt scheduling may need 50.
What I avoid is padding: long company histories, generic market descriptions and mission statements that add pages without adding information. If a section cannot answer a reader's question, it should be shorter, not longer.
What happens if the numbers do not work
Sometimes the model produces a business that cannot service the debt or reach a sensible break-even. When that happens, the honest options are:
- reduce the scope of the project;
- change the funding structure;
- increase the price or change the mix;
- delay until costs are better understood;
- conclude that the venture does not work as currently conceived.
None of those are pleasant conversations. All of them are cheaper than discovering the same thing after a rejection or, worse, after committing capital. The plan is a decision tool before it is a funding document.