Practical guides, not fluff.

Short, no-nonsense reads on the reporting and forecasting questions we get asked most.

Cash Flow

How to build a 13-week cash flow forecast

Most cash flow surprises aren't actually surprises — they're just not visible far enough in advance. A 13-week forecast (roughly one quarter) is the sweet spot: close enough to be accurate, far enough out to actually let you act.

01

What you need to start

Your current bank balance, expected customer payments by date, recurring outgoing payments (payroll, rent, subscriptions), and anything irregular you know is coming.

02

How to structure it

One column per week, one row per cash category. Start with your real balance, add inflows, subtract outflows, and carry a running total — that's the number that matters.

03

The most common mistake

Building it once and never updating it. It's only useful as a living document, refreshed weekly against what actually happened.

Prefer to have this built for you, once, properly? Our Cash Flow Model one-time project delivers exactly this in about a week.
FP&A

5 signs your business needs fractional FP&A — before it's a crisis

Most founders don't decide to get serious about financial reporting on a calm Tuesday. Usually, something forces the issue. Here's what we typically hear right before someone reaches out.

1

You find out about cash problems only when they're urgent.

If the first sign of trouble is a low bank balance, you're finding out too late to have real options.

2

Budget versus actual review happens rarely, if ever.

Without a regular comparison, small overspends compound quietly for months before anyone notices.

3

Board or investor updates take days to pull together.

If every update means starting from scratch in a spreadsheet, the reporting isn't actually systemized.

4

Hiring and spending decisions aren't checked against a forecast.

Decisions made on gut feel alone tend to outrun what the business can actually support.

5

Revenue is growing, but nobody's fully sure why margins move the way they do.

Growth without visibility into what's driving profitability is a lot harder to sustain.

None of these mean something is broken — they usually just mean the business has outgrown ad hoc spreadsheets. Our Starter and Growth plans are built for exactly this stage.
Glossary

8 KPIs every founder should actually track

Plain-English definitions, no finance degree required.

MRR
Monthly recurring revenue — the predictable subscription or contract revenue you can count on next month.
Gross margin
What's left of revenue after the direct cost of delivering your product or service, shown as a percentage.
Burn rate
How much cash your business spends, net, each month — the number that determines how long your runway lasts.
Runway
How many months you can keep operating at your current burn rate before you run out of cash.
CAC
Customer acquisition cost — what it costs you, on average, to win one new customer.
LTV
Lifetime value — the total revenue you can expect from a customer over the life of the relationship.
Cash conversion cycle
How long it takes to turn spending on inventory or delivery back into cash in the bank.
EBITDA
Earnings before interest, taxes, depreciation and amortization — a rough proxy for operating profitability.

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