Budgeting & forecasting
See What's Coming
Before It Becomes a
Problem.
Budgets, cash-flow forecasts, and scenario models so you make decisions with forward-looking numbers, not guesswork.
Forecast scenarios
Three views of
the future.
We model what is most likely, what happens if things go well, and what happens if they do not — so you are never surprised.
What we model
Six components
that drive decisions.
Revenue Forecasting
Model revenue by product, customer or channel with clear assumptions.
Cost Forecasting
Project fixed and variable costs as the business scales.
Cash Flow
Track cash in and out to avoid surprises.
Hiring Scenarios
Model the cost and impact of each new hire before you make it.
Runway
Know exactly how many months of cash the business has at current burn.
Budget vs Actual
Compare what you planned to what happened — and adjust.
Core variables
Five variables
that drive decisions.
Revenue
Costs
Cash
Hiring
Runway
FAQ
Budgeting & Forecasting — Questions & Answers
Financial forecasting estimates future revenue, costs, cash and financial position using defined assumptions. It helps management see likely outcomes before decisions are made.
A budget is usually the agreed financial plan for a period. A forecast is updated as new information becomes available. The budget sets the target; the forecast tells you where you are now likely to land.
Growing businesses should usually update forecasts monthly or quarterly depending on volatility. Cash forecasts may need more frequent updates when runway is tight or major decisions are pending.
Start with opening cash, expected customer receipts, payroll, supplier payments, tax and other planned cash movements. Time each movement realistically and model alternative scenarios rather than assuming every invoice is paid on time.
At minimum: a realistic base case, an upside or growth case, and a downside case. Important decisions such as hiring, pricing, expansion and investment should also be modelled separately.
