KSFlorestal · Cash flow & financial control
Deciding on cash flow lowers risk — and lifts asset value.
Financial control and operational cash-flow planning for institutional forest assets. The seniority of a global manager, applied independently.
The thesis
More asset value — without cutting cost, without raising productivity.
The gain is in the quality of the decision — not in cost-cutting or operational effort. A cash flow the investor trusts lowers the risk premium. Less risk, more value.
The problem
The data exists. The decision doesn’t.
Reporting that meets the standard but doesn’t hold up a decision.
Capex and Opex set by history and gut, not by projected cash flow.
A valuation the investor distrusts — because the model behind it is opaque.
A harvest plan and a financial plan that don’t talk to each other.
The real cost lives in the past. If it diverges from what the projection assumes, the decision is born wrong.
The premise
You can’t forecast the future without the true cost of the past.
Establish the true cost base
What was actually spent, by front and by cycle. The base, traceable to its origin.
Map how it works today
How the operation budgets, decides and reports. Where the number gets lost between the field and the cash.
Forecast from that base
Cash flow anchored in the true cost and the harvest plan. NPV, IRR, sensitivity.
A projection anchored in real cost is a projection the investor trusts. Trust lowers the risk premium.
What you get
Financial control
The real cost, rebuilt and traceable to its origin. The base of every decision.
Annual budget
Anchored in the harvest plan and locked — actuals compare against it all year.
Operational cash flow
NPV, IRR and sensitivity. The number that decides Capex, Opex and timing.
Five-year plan
Scenarios and assumptions that hold up to verification, anchored in what actually happened.
Management reporting
A report that holds up the decision — and lowers the management risk the investor sees.
Who leads the work
Kleber Schreiber. A forestry engineer with a full trajectory inside one of the world’s largest forest-asset managers — from intern to senior management. Today, an independent advisor.
He speaks both languages: silviculture and IRR. He translates the harvest plan into cash flow, and cash flow into investment decision.
200,000
hectares managed
23
years in the sector
5
countries
Full cycle
of funds: acquisition, management, divestment
A senior, independent view from someone who has sat on the other side of the table. Works directly with funds and family offices — and as the specialist brought in by advisory firms on mandates that demand forestry depth.
Straight answers
Does it replace my accountant or auditor? +
No. It’s a management layer, complementary to accounting and audit.
Do I need to stop the operation? +
No. The work starts from what already exists — current data, systems and routine.
How long does it take? +
It depends on scope and data maturity. Defined in the first conversation.
What about confidentiality? +
Full confidentiality. Each mandate is handled in isolation.
Start with a conversation
Start with a conversation.
Every mandate begins with a direct conversation about scope, context and timelines.
Prefer to talk now? WhatsApp · kleber@ksflorestal.com