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Explore reporting, modeling and advisory deliverables. All examples use fictional data and illustrate the format of the work.
A fictional product business, one illustrative month. Revenue alone does not explain the movement in operating profit.
| Measure | Actual | Budget | Actual − budget |
|---|---|---|---|
| Revenue | $120,000 | $130,000 | −$10,000 |
| Cost of sales | $69,600 | $71,500 | −$1,900 |
| Gross profit | $50,400 | $58,500 | −$8,100 |
| Operating expenses | $36,000 | $36,000 | $0 |
| Operating profit | $14,400 | $22,500 | −$8,100 |
Gross margin is three percentage points below budget. How much is explained by product mix, discounting, supplier costs or fulfilment? The dashboard identifies the question; the supporting analysis should establish the cause.
Opening cash of $60,000, followed by planned weekly receipts and payments. A positive closing balance at the end of the quarter can hide a tighter period in between.
| Week | Opening cash | Receipts | Payments | Net flow | Closing cash |
|---|---|---|---|---|---|
| Week 1 | $60,000 | $18,000 | $21,000 | -$3,000 | $57,000 |
| Week 2 | $57,000 | $22,000 | $27,000 | -$5,000 | $52,000 |
| Week 3 | $52,000 | $19,000 | $24,000 | -$5,000 | $47,000 |
| Week 4 | $47,000 | $26,000 | $36,000 | -$10,000 | $37,000 |
| Week 5 | $37,000 | $17,000 | $25,000 | -$8,000 | $29,000 |
| Week 6 | $29,000 | $24,000 | $20,000 | $4,000 | $33,000 |
| Week 7 | $33,000 | $21,000 | $31,000 | -$10,000 | $23,000 |
| Week 8 | $23,000 | $28,000 | $23,000 | $5,000 | $28,000 |
| Week 9 | $28,000 | $19,000 | $27,000 | -$8,000 | $20,000 |
| Week 10 | $20,000 | $25,000 | $22,000 | $3,000 | $23,000 |
| Week 11 | $23,000 | $23,000 | $24,000 | -$1,000 | $22,000 |
| Week 12 | $22,000 | $29,000 | $21,000 | $8,000 | $30,000 |
| Week 13 | $30,000 | $25,000 | $26,000 | -$1,000 | $29,000 |
Download the demonstration cash forecast (CSV)
What causes the lowest cash point, and can collections or payment timing change it? Weekly totals can still hide an intra-week shortfall. This example excludes financing and assumes all listed receipts and payments occur as planned.
A simplified operating cash model starting with $150,000 cash and $50,000 first-month revenue. Both cases assume 30% cost of sales, fixed operating costs of $32,000 per month and cash collection/payment in the same month.
| Assumption or output | Base case | Slower-growth case |
|---|---|---|
| Monthly revenue growth | 3% | 0% |
| Annual revenue | $709,601 | $600,000 |
| Annual operating cash generation | $112,721 | $36,000 |
| Year-end cash | $262,721 | $186,000 |
Revenue grows from month two. Figures are rounded for display. This simplified example excludes tax, capital expenditure, financing and working capital timing. It is not a complete three-statement model.
Download monthly scenario calculations (CSV)
Which commitments depend on the growth case? In a full engagement, the model would also connect hiring, collection timing, inventory, investment and funding to your specific business.
These examples show how findings and decisions can be organised within an engagement. They are demonstration formats, not records of completed client work.
Share a little about your organisation, the accounting issue or decision ahead, and your timeline. We can agree the right scope before work begins.