Use genuine contracts, payment records and relevant operating evidence. Label proposals and estimates accurately rather than implying every planned resource already exists.
Connect money to its actual purpose
Explain what has been paid or committed and the conditions attached. A forecast is not a bank transfer or signed agreement.
Projections carry weight when something outside the applicant's own spreadsheet supports them: booked contracts, deposits already taken, the previous owner's filed accounts and bank statements, supplier and lease commitments, and industry data for comparable operations. Payroll registers by period with total hours, the service contracts for each building, annual financial statements prepared consistently, the current share register, and evidence of the investors' own role in running the enterprise. Bring the assumptions behind each line: signed or negotiated lease terms, quotes and orders for equipment, supplier pricing, payroll estimates with roles, insurance quotes, and any letters of intent from prospective customers. Receipts and bank records for sums actually spent: deposits paid, equipment invoices and payments, the signed lease with rent transferred, payroll for retained staff, and business account statements showing the funds arriving and being used.