Ostrolea Facilities Plan FY27 to FY29
3 year business plan presentation with a revenue bridge
A 3 year business plan presentation has to prove to a board that the end number is built from named drivers the business can control, and that it can hire the people and protect the margin to get there. Ostrolea Facilities, an invented Melbourne cleaning company, bridges FY26 revenue of $24.0M to $38.0M in FY29 in five steps, then shows the headcount, margin and assumptions behind each one.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- States the start and end number of the plan, so every later slide is read as part of the bridge.
- Slide 2intro
- Sets the FY26 starting point the whole plan is measured from.
- Slide 3framework
- Places each growth move on the market and service grid, including the quadrant the plan stays out of.
- Slide 4metrics
- The revenue bridge from FY26 to FY29 by driver, including the contracts the plan expects to lose.
- Slide 5timeline
- The three years as three phases, each with its revenue so the bridge has a pace.
- Slide 6metrics
- Headcount by team and year, because in a labour business the plan is mostly a hiring plan.
- Slide 7metrics
- The margin targets per year in percent and dollars, so growth is not bought with margin.
- Slide 8pillars
- The three capabilities the plan depends on, each tied to a growth driver on the bridge.
- Slide 9investment
- What the plan costs to fund and where that money comes from.
- Slide 10checklist
- The assumptions that must hold, written so the board can test each one every quarter.
- Slide 11closing
- Asks the board for one decision, approval of the plan and the facility, with the date it takes effect.
Slide by slide
Slide one states the plan as a start and end number. Slide two sets the FY26 baseline: 186 sites, 640 staff and a 7.5 percent EBITDA margin. Slide three places each growth move on a grid of current or new services and markets, and rules out security and maintenance. Slide four is the revenue bridge. Slide five gives each year one job: build, prove, scale. Slide six is headcount by team and year. Slide seven sets the margin targets. Slide eight names the three capabilities the plan depends on. Slide nine costs the plan at $3.6M and shows how it is funded. Slide ten lists five assumptions the board can test every quarter. Slide eleven asks for one decision.
How to adapt this deck
A product business should replace the headcount table with a capacity or inventory table, since that is what limits its growth, and keep the bridge exactly as it is. A plan going to a bank rather than a board should add a cash flow line by year beside the margin targets and move the growth grid to an appendix. If the third year is much less certain than the first, give it a range on slide five and say which assumption on slide ten moves it most.
What lenders and boards look for
Business.gov.au advises working out who a plan is for before writing it, and notes that lenders and investors want to see that a business is in a strong financial position and has its finances in order. For a labour heavy Australian business, the Fair Work Commission reviews minimum and award wages every year, which is why this plan treats passing on wage rises as an assumption to test rather than a given.
What makes this deck work
The bridge adds up on the slide
Slide four starts at $24.0M, adds $4.6M of new offices, $3.2M from current clients, $3.8M of healthcare and $3.4M of Brisbane, then takes off $1.0M of expected losses to land at $38.0M. A director can check the sum without a spreadsheet, and the losses bar shows the plan is not assuming every client stays.
Headcount is the real plan
In a labour business revenue follows people. Slide six grows the team from 640 to 994, which keeps revenue per head near $38,000, so the growth is not quietly relying on everyone working harder. The closing assumption turns the same number into about ten net hires a month.
Margin is a target for every year
Slide seven sets EBITDA at 8.0, 9.0 and 10.0 percent, with dollar values that match the revenue steps on slide five. It also names where the lift comes from, the $1.1M cost programme in FY28 and higher margin healthcare work, so the board can see growth is not being bought with margin.
Questions people ask
What goes in a 3 year business plan presentation?
The starting point, where growth will come from, a bridge from today's revenue to year three, what each year has to achieve, the people and investment needed, margin targets and the assumptions behind it all. End with the decision you need. Eleven slides covers it, as long as the detail stays in a written appendix.
How do I show a revenue bridge in a presentation?
Use a waterfall chart that starts at current revenue, adds one bar for each growth driver, subtracts expected losses and ends at the target. Keep driver names to one word so the axis stays readable, and put the full sum in the description so nobody has to read values off the bars.
Should a three year plan include expected losses?
Yes. Every business loses some clients or contracts, and a bridge with only positive bars tells the board the plan assumes perfection. Showing $1.0M of losses here, tied to a 94 percent retention assumption, makes the target easier to believe and gives directors a number to watch.
How detailed should year three be in a multi year plan?
Less detailed than year one. Give year one specific milestones, year two the tests that prove the new markets, and year three the outcome and the next decision, such as whether to open a third city. Directors expect uncertainty to grow with time and distrust a plan that hides it.
Why put headcount in a business plan presentation?
For a services business, people are most of the cost and the main limit on growth. A table of headcount by team and year shows whether revenue per head is realistic, when hiring peaks and which teams the plan depends on. It is often the slide a board questions longest.
Can the waterfall chart be edited after exporting to PowerPoint?
In an editable PPTX export, nine of the ten chart kinds become native PowerPoint charts, waterfall included, so the bridge can be updated in PowerPoint. Only the waffle chart stays a picture. Editable PPTX and standard PowerPoint exports are paid features, while PDF export costs about 1 credit per 10 slides.
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