ProjectionHub

For the last decade I have worked in both small business lending, as well as working with entrepreneurs who are looking to raise investment.  Specifically in my role as the Co-Founder of ProjectionHub we have helped thousands of companies create financial projections for their potential lenders and investors.  

So today, more than ever, our small businesses on main street as well as our high growth tech companies have the same question.  How long can my business survive like this?

In an effort to play our small part in helping companies survive the COVID-19 pandemic we built a simple spreadsheet tool that we are making available for free to any business that we hope will help you do some cash flow planning.  

Now what I want to do is just walk you through how I am advising my clients and then how I hope our spreadsheet tool can help you with your own planning. 

So first of all, I believe there are essentially 2 categories of business right now that are negatively impacted by COVID-19:

1. Cash Flow Challenged Businesses – These are businesses that have a product or service that will continue to sell during a national lock down but may struggle with cash flow due to customers paying slowly, delaying purchase decisions, or the need to discount in order close deals. 

2. Sales Challenged Businesses – These are businesses that will have no sales or dramatically less sales during a complete lock down or shutdown.  These are restaurants, retailers, event based businesses etc that aren’t just facing a slowdown in business, but a 100% decline in sales overnight in some cases.  

So what can you do?

This is an unprecedented time and there aren’t really textbooks to go to in order to figure out what to do, so these thoughts are just my own thoughts in a rapidly changing situation.  For a sales challenged business, I think your goal is to figure out how to survive in order to be able to reopen when the lock downs are lifted. I think for many small businesses this will likely mean:

• Temporary layoffs of your employees
• Temporarily not paying nearly any of your bills

I know for many small businesses it won’t even be an option as to whether you can pay your bills, you simply won’t have the cash to continue paying rent, utilities, loan payments, employees, etc when you have no sales at all.  In my mind your best bet is to just try to hibernate, take care of your employees as best as you can and take care of your family as best you can so that you have a chance to reopen when bans are lifted. 

So for businesses in this situation calculating how long your business can survive is pretty simple:

Just take:

(Any sales that you still expect to have – any cost of goods sold expenses that are directly related to those sales) – Your absolutely necessary overhead expenses that you just have to pay each month = your cash burn per month. 

Then take your current cash in the bank and divide by your cash burn per month and you will get a number of months that you can survive.  

Now for cash flow challenged businesses we will go through a similar process, but a bit more complex.  Let’s talk through it:

First, remember that a cash flow challenged business is a business that is still selling, there is still demand for your product or service, but maybe demand has reduced a bit, or maybe your supply chain is broken and you are having trouble getting inventory, or maybe your customers are just paying you very slowly during this time. 

So the exercise can still be pretty simple:

List your typical cash received from sales in a given month, let’s say it is $20,000.   Next list your typical cash outflows for a month. So just go through and list this line by line for various cash outflow categories.  Essentially these will be overhead expenses plus loan payments.   

• Advertising
• Insurance
• Wages
• Supplies
• Utilities
• Loan payments
• Etc
  

Let’s assume these cash outflows all add up to $15,000 per month.

Now you will have your Total Cash Inflows from Sales and your Total Cash Outflows from expenses and debt payments.  In order to calculate how long you can survive without any changes we just need 2 more data points. Your Gross Profit Margin % and your current Cash Balance.  Let’s assume your gross profit margin is 40% and your current cash balance is $15,000.  

As a reminder on how to calculate your gross profit margin, let’s say you sell a product for $100 and it takes you 1 hour of labor to make the product at $15 per hour cost and it takes $25 worth of materials for a total cost of goods sold of $40.  If you sell that item for $100 you have $60 of gross profit. $60/$100 means you have a 60% gross profit margin.  

Now finally, let’s calculate how many months you can survive without making changes to what you wrote down so far. 

The calculation will be:
(Cash Received From Sales X Gross Profit Margin %) – Cash Outflows from Expenses and Debt Payments = Cash provided from operations. 

So in our example this would be ($20,000 x 60%) – $15,000 = -$3,000

So we are burning $3,000 in cash per month.  

Now the final step to determine how many months of runway you have to weather this COVID-19 storm.  Take your cash in the bank which we said was $15,000 divide by the $3,000 that you are losing each month and you will get 5.  

You have 5 months at this pace before you are out of cash.  

Now what I would suggest that you do is go back and start to play with different scenarios.  What if you don’t receive the full $20,000 in cash from sales per month. What if your customers pay you slowly, or cut back.  If for example you had a 50% drop in sales you would have a $9,000 cash loss each month and you would have less than 2 months of cash runway.  

Then you can start playing around with cutting expenses to see how much extra time that gives you.  Obviously you want to give yourself as much time as possible to weather this. We don’t know how long it will take for things to go back to normal, so please go through this exercise, use our template if it is helpful and prepare so that we can all get through this together! 

Finally, as a reminder our cash flow template built specifically for you to figure out how long you can last during this downturn is free for you to download.  I hope this was helpful to you, and please don’t hesitate to reach out to us at support@projectionhub.com 

Thank you!

Our brewery sales projections template is our second best-selling template. If you want to start a brewery, chances are you’ve also considered opening multiple restaurants and taprooms, which are the best way to control how the end user enjoys your product. For that reason, we’ve created a new Multi-Location Brewery / Restaurant Template. In this blog post, we want to walk you through the template and offer tips and tricks to getting accurate, helpful financial projections, whether you need them for a bank, a potential partner or investor, or just for your own planning.

Step 1. Purchase and Download the Template.

You can purchase and download the template here. You can preview many tabs from the template in this blog post. Even if you don’t choose to use our template, this guide should help you put together your own projections.

Step 2. Fill Out the General Assumptions.

When putting together financial projections, you have to start with the basics. You’ll want to gather some information and answer a few questions:

• What will you name your business?
• When do you plan to start operating?
• Will you need funds from an investor or a loan from a bank?

If you’re using our template, you can input this information on the “Input- General Assumptions” tab. Helpful Hint: if you’re not sure how much money you need from loans or investors yet, continue to put together your projections. At the end, predicted cash flows will show you if you’ve estimated your starting cash balance correctly or need to adjust.

 Step 3. Predict Your Corporate Financials

If you want to start a multi-location brewery / restaurant chain, you will eventually have some shared expenses that aren’t specific to any one unit. You might outsource bookkeeping to a bookkeeper who will consolidate financials for every unit, and you might invest in some internet or local advertising that could benefit many locations at once.

In addition to those shared, eventual expenses, you might pay for some items up front that could benefit the entire corporation and not just one unit. In our template, we consider three start-up expenses that are corporate expenses, and not just related to a single unit: Legal, consulting, and graphic design. This is not an exhaustive list, but it’s important to consider that once you’re a corporation, you won’t have to re-incorporate for each new unit. In the same way, once you have a logo, you can use it for every location. 

In our template, you can fill out the expenses as guided on the “General Assumptions” tab. To separate start-up expenses, we allow you to individually input expenses for the first three months, and then set them each year to save you from re-entering every expense for 60 months. Helpful Hint: remember to enter monthly amounts across the entire table.

Dollars spent on legal, consulting, and graphic design are booked to the income statement as expenses, but some cash outflows are considered the purchase of assets. If you purchase a warehouse to store barrels of beer, that asset will benefit you for several years, so it is initially booked to the balance sheet as an asset and slowly expensed through depreciation on the income statement. Corporate assets are assets that don’t benefit any one unit specifically. A few examples might be a warehouse or an office space.

To add assets to your model, fill out the table on the “General Assumptions tab”. Even if you don’t plan to purchase assets right away, keep in mind after a few years you may find a need for a corporate office or warehouse. You can change the month the asset is purchased to show assets purchased later in the projection period. Helpful Hint: the life expectancy and salvage cost are used to calculate depreciation expense.

In some cases, your corporate entity may earn some revenue independent of any physical location. Perhaps you sell merchandise online or license your brand or logo to another entity. You can enter corporate income on the “Input – Revenue & COGS” tab of the template, right at the top under “Corporate Sales”. Corporate income follows a simple growth revenue model as it likely will be a very small percentage of your total income.

On the “Input- General” assumptions tab you can adjust the accounts receivable and inventory assumptions for the corporate entity. AR and inventory are balance sheet asset accounts related to revenue.

If your corporate entity earns revenue, you will likely have direct expenses associated with that revenue. If you sell merchandise, the cost of the t-shirts and pint glasses is cost of goods sold, or COGS. The best way to calculate COGS is to predict it as a percentage of revenue for your model, and then calculate COGS each month by taking monthly revenue times that percentage.

You can calculate your average COGS % by dividing the cost (to you) of any goods sold by their sales price. For example, if your supplier charges you $7.50 for a pint glass with your logo, and you plan to sell it for $15, your COGS% is 50%. On our template, you can enter COGS% on the “Input – Revenue & COGS” tab and the dollar value of corporate COGS will be calculated for you each month on the financial statements

Step 4. Predict Your Location Types and Openings.

Once you have corporate items squared away, it’s time to turn your attention to the actual locations. In our template, we allow you to create three different types of entities: the brewery, tap rooms, and restaurants. You can select the types of units and their opening months on  the “Input – General Assumptions” tab.

The template produces projections for 5 years. Five locations in 5 years is an impressive pace, and if you plan to grow a little slower you can delete the starting dates and model types from the last few units and they will be left out of the projections.

Helpful Hint: If you’re not settled on opening dates for future locations yet, you can always adjust dates when you see the final financial statements. You may choose to open new locations when you hit a certain dollar value of cash in the bank, which can be determined on the cash flows statement.

Step 5. Create Some Unit-Specific Assumptions.

Once you’ve settled on start dates, you can begin to build the models for the three different types of locations. Each unit will have its own assumptions related to asset purchases and new loans. In our model, you can enter these assumptions on the “Input – Unit Specific Assumptions” tab.

Examples of assets might include:

• Real Estate Improvements (renovations to the building)
• Building (if you plan to purchase a space rather than rent)
• Furniture and fixtures
• Glassware, silverware, and dishes
• Brewery Equipment (check out this helpful article on brewery equipment)
• Kitchen Equipment
• Signage

Helpful Hint: There are a few assets pre-filled in our template, but you can choose to keep, delete, or change that data as you see fit. The pre-filled data is for example purposes.

When building individual location models, you should also consider loans. Do you plan to take out a new loan to open each location, or do you hope to generate enough cash from your other units to open a new location without debt? If you plan to purchase your buildings, you may plan to have a mortgage on each building.

In our template, you can enter location-specific loans on the “Unit Specific Assumptions” tab. The loan amounts and terms (or whether you take out a loan at all) can be different for the three types of locations. The model will automatically add the corresponding loan to the balance sheet each time you open new location, if that location type has a loan associated with it.

Just like the corporate entity, your individual locations can carry inventory or have accounts receivable. These items are usually calculated as a percentage of revenue. In our model, AR is calculated as percentage of the current month’s sales, and inventory is predicted based on a percentage of the sales in the next month of the model. You can enter these percentages on the “Unit Specific Assumptions” tab.

Step 6. Revenue Models

Once you’ve set all your basic assumptions, it’s time to move onto the most important part of any financial projection: the revenue model.

In our template, the revenue model includes direct expenses (COGS) and is on the “Input – Revenue & COGS” tab. Our template begins with the COGS model for the brewery.          

Brewery COGS Model

Before calculating brewery revenue, we find it helpful to calculate the cost of goods sold. This follows the pattern of the actual creation of beer as well – there would be no revenue without the expense of first creating the beer.

Our model calculates the cost per batch of beer. You can measure a batch however you’d like. In our example model, we decided one batch resulted in 420 gallons of beer. From there, we estimated the cost if the ingredients for one 420-gallon batch.

While the costs of beer will be variable based on beer type, this is a good time to make some assumptions about your average batch. Does your lager take twice as much yeast as your ale? Estimate your yeast cost somewhere in the middle. Inevitably the consumer will drive what beers you produce and sell most often, and consumer taste is hard to predict. It’s not worth it to get too nit-picky at this stage, just make sure your estimates are reasonable.

In addition to the hops, malt, yeast, water, etc., you’ll also have to pay a brewer (or yourself) to create the beer. To estimate labor cost, estimate the number of hours of time your brewer will be directly working on a batch of beer, and multiply by his or her hourly rate. Helpful Hint: Make sure you keep labor costs in the last row of the input box.

Our model will automatically calculate material and labor cost per gallon of beer. Next, you can define the different types of containers you will use to distribute beer. Each container will come with its own material and packing costs, which can be input into the model as shown above. The model will then calculate the total material and labor costs of the beer and the container.

Once the cost of your beer has been established, you can set the wholesale price of the different containers in the bottom box shown in the above image. The model also includes markup percentage for your reference.

Wholesale Revenue & COGS

Our model assumes that the beer you sell directly to consumers will be through your taprooms and restaurants, so the only way for the brewery itself to earn revenue is through wholesale. You can establish how many of each type of unit you will sell wholesale in each of the first 6 months of operation. From there, the model will use a growth rate you select to slowly increase the sales of each type of container over time. The model will automatically calculate wholesale COGS based on the COGS already calculated for each type of container.

 Taproom Revenue & COGS

The next type of location you can build in our model is a taproom where you can sell your in-house beer. The taproom revenue model is based on the number of available seats in the room, and the % capacity filled for each hour of business. Helpful Hint: keep your % capacity low if you want to have conservative projections. While you might have a few busy hours each night, you will probably have enough light hours at the beginning and end of the night to average out to a lower % capacity filled. We like to use the pattern shown below, which factors in excitement around the opening of the taproom, and then a decline for the following months and a steady increase after month 6 to account for the build up of regular customers.

Once we have monthly customer visits calculated, we move on to beer purchases. Set the average beer purchases per customer and the price per beer to calculate Taproom Beer Revenue. Next, the model calculates the cost of beer served in the taproom by asking you which type of container you use to distribute beer in the taproom. From there, it pieces out the cost of beer based on the number of ounces per beer sold.

Cost of beer is considered a direct cost for the taproom, as it goes directly into the revenue earning process. The other direct cost for a taproom is the pay of your hourly laborers. Our model helps you predict bartender pay by calculating the number of bartenders per business hour, their hourly pay, and adding it to pay for additional opening and closing hours.

Restaurant Revenue & COGS

Restaurant revenue and COGS is very similar to the taproom model, but it incorporates a few extras such as sales of third-party beer, food, and server wages.

Step 6. Other Expenses

In addition to direct expenses, your brewery, taprooms and restaurants will have indirect operating expenses, or overhead. Some examples of overhead expenses include:

• Advertising
• Computer Services / POS System
• Insurance
• Rent
• Supplies
• Utilities / Internet
• Legal, Licenses, and other Start-Up Costs

Some of these expenses will occur every month, but others are start-up costs that you only pay once. Helpful Hint: be careful not to include assets in your start-up costs. Assets are items that will provide you value over time, whether tangible or not. A good example of an intangible asset is a security deposit on your rental.

On our model, you should input expenses in monthly amounts. We’ve broken out the first three months individually to help you account for start-up costs that don’t occur every month. The remainder of the months in the model are grouped by years, and the expenses will be the same every month for an entire year.

We include three different boxes for determining operating expenses for the three types of locations.

Step 7. Salaries

The last piece of our individual unit predictions is salaries. Direct labor has already been calculated, so the salaries we calculate here are only for indirect employees like managers, bookkeepers, or CEOs. When calculating salaries, be sure to include benefits and employer taxes in your budget. In our model, we allow you to define employees for the various types of locations and the corporate unit by marking the number of employees on the far right.

In the above example, the second line represents managers at both the taprooms and restaurants. Mangers at both types of locations get paid $45,000 per year. Note neither the brewery nor the corporate unit have a manager. In the same way, the CEO and bookkeeper are employees of the corporate unit and their salaries will be represented on the corporate income statement.

Step 10. Dividends

If your brewery business is a corporation, you may pay your shareholders (or yourself, if you are a shareholder) dividends. There are tax implications of paying dividends, and we recommend you discuss these with a tax accountant in your area. Dividend payments can act like a type of salary or loan payment to various shareholders. If you choose to pay dividends, you can enter them on the “Input- Salaries & Dividends” tab. Paying dividends reduces the cash balance of the business but is not considered an expense on the income statement. 

Step 11. Putting it all together

Once we’ve predicted all the inputs of our financial model, it’s time to put it all together. Here are the steps we followed to put together our template:

1. Create the month-to-month financial statements for each type of location plus the corporate entity.
2. Layer the month-to-month financials for each location together based on unit start dates and types of units.

We chose to show the financial impact of each location (rather than each account) on our consolidated financials, except for a few key accounts, which are broken out separately:

• Cash
• Investments
• Dividends
• Retained Earnings.

Below are some screen shots of the individual and consolidated financial statements from our model.

Our single unit coffee shop financial plan excel template is our best-selling template. That’s no surprise to us! Coffee shops have some of the lowest barriers to entry of any of any brick-and-mortar businesses; with low cost of goods sold, widely available inputs, and cultural relevance, coffee shops are a solid bet for any entrepreneur hoping to gamble on a new business.

For the mature entrepreneur, or one hoping to earn more than just a living wage from a labor of love, the idea of a multi-unit coffee shop empire is appealing. Whether by investing in a pre-existing coffee-shop franchise or by starting an entirely new brand, an entrepreneur can multiply their earnings by using the first store’s earning to pay for the start-up costs of another.

We’ve created a new Multi-Unit Coffee Shop Template with this entrepreneur in mind. In this blog post, we want to walk you through the template and offer tips and tricks to getting accurate, helpful financial projections, whether you need them for a bank, a potential partner or investor, or just for your own planning.

Step 1. Purchase and Download the Template.

You can purchase and download the template here. If you’re not ready to purchase yet, you can view a sample version of the file here. Even if you don’t choose to use our template, this guide should help you put together your own projections.

Step 2. Fill Out the General Assumptions.

When putting together financial projections, you have to start with the basics. You’ll want to gather some information and answer a few questions:

• What will you name your business?
• When do you plan to start operating?
• Will you need funds from an investor or a loan from a bank?

If you’re using our template, you can input this information on the “Input- General Assumptions” tab. Helpful Hint: if you’re not sure how much money you need from loans or investors yet, continue to put together your projections. At the end, predicted cash flows will show you if you’ve estimated your starting cash balance correctly or need to adjust.

 Step 3. Predict Your Corporate Financials

If you want to start a coffee shop chain, you will eventually have some shared expenses that aren’t specific to any one unit. You might outsource bookkeeping to a bookkeeper who will consolidate financials for every unit, and you might invest in some internet or local advertising that could benefit many shops at once.

In addition to those shared, eventual expenses, you might pay for some items up front that could benefit the entire corporation and not just one unit. In our template, we consider three start-up expenses related to the corporate entity: legal, consulting, and graphic design. If you need images for your logo, you can easily find them on Freepik, a free stock images website.  This is not an exhaustive list, but it’s important to consider that once you’re a corporation, you won’t have to re-incorporate for each new unit. In the same way, once you have a logo, you can use it for every shop. 

In our template, you can fill out the expenses as guided on the General Assumptions tab. To separate start-up expenses, we allow you to individually input expenses for the first three months, and then set them each year to save you from re-entering every expense for 60 months. Helpful Hint: remember to enter monthly, not annual, amounts across the entire table.

Spending on legal, consulting, and graphic design is booked to the income statement as expenses, but some types of spending are actually purchases of assets. If you purchase a warehouse, that asset will benefit you for several years, so it is initially booked to the income statement as an asset and slowly expensed through depreciation on the income statement. Corporate assets are assets that don’t benefit any one unit specifically. A few examples might be a warehouse or a coffee roaster that is used to roast coffee for multiple units (even if it’s located in one unit specifically).

For assets, fill out the assets table on the General Assumptions tab. Even if you don’t plan to purchase assets right away, keep in mind after a few years you may find a need for a corporate office or warehouse. You can change the month the asset is purchased to show assets purchased later in the projection period. Helpful Hint: the life expectancy and salvage cost ae used to calculate depreciation expense.

In some cases, your corporate entity may earn some revenue independent of any physical shop. Perhaps you sell merchandise or bagged coffee online or license your brand or logo to another entity. You can enter corporate income on the “Input – Revenue” tab of the template, right at the top under “Corporate Sales”. Corporate income follows a simple growth revenue model as it likely will be a very small percentage of your total income.

On the “Input- General” assumptions tab you can adjust the accounts receivable and inventory assumptions for the corporate entity. AR and inventory are balance sheet asset accounts related to revenue.

If your corporate entity earns revenue, you will likely have direct expenses associated with the earning of that revenue. If you sell merchandise or coffee beans, the cost of the t-shirts, coffee cups, and coffee beans is cost of goods sold, or COGS. The best way to calculate COGS is to predict COGS as a percentage of revenue for your model, and then calculate COGS each month by taking monthly revenue times that percentage.

You can calculate your average COGS % by dividing the cost (to you) of any goods sold by their sales price. For example, if your supplier charges you $7.50 for a coffee cup with your logo, and you plan to sell it for $15, your COGS % is 50%.

On our template, you can enter COGS % on the “Input – Direct Expenses” tab and the dollar value of corporate COGS will be calculated for you each month on the financial statements. Our template also allows you to enter a small monthly change rate. This change rate can be used to show how COGS decreases over time. For many businesses, COGS will decrease over time due to economies of scale or more efficient use of resources. For example, the company putting logos on your coffee cup merchandise might give you discounts for larger orders.

Step 4. Predict Your Store Openings.

Once you have corporate items squared away, it’s time to turn your attention to the actual coffee shops. In our template, we allow you to create three base models for shops. We call these “Average”, “High-Performing” and “Low-Performing”. Keep in mind, the titles for these units aren’t passing any judgement on the units themselves. A low-performing unit could simply have fewer square feet, or perhaps it could be in a strategic area but have limited hours. In our template, you can select the start month and type for up to five units.

The template produces projections for 5 years. Five shops in 5 years is an impressive pace, and if you plan to grow a little slower you can delete the starting dates and model types from the last few units and they will be left out of the projections.

Helpful Hint: If you’re not settled on dates for future shop openings yet, you can always adjust dates when you see the final financial statements. You may choose to start shops when you hit a certain dollar value of cash in the bank, which can be determined on the cash flows statement.

Step 5. Create Some Unit-Specific Assumptions.

Once you’ve settled on start dates, you can begin to build the models for the three different types of units. Each unit will have its own assumptions related to asset purchases and new loans. In our model, you can enter these assumptions on the “Input – Unit Specific Assumptions” tab.

Unit-specific assets are assets that will serve only one unit. Examples of assets needed for a coffee shop might include:

• Real Estate Improvements (renovations to the building)
• Building (if you plan to purchase a space rather than rent)
• Furniture and fixtures
• Glassware, silverware, and dishes
• Espresso / Cappuccino machines
• Signage

Assets and asset cost may be the exact same for all three types of units, or they may differ. If you’ve decided your “High-Performing” units will be high-performing because they will be larger, you may want to consider increasing the cost of furniture and fixtures, real estate improvements, etc. Helpful Hint: There are a few assets pre-filled in out template, but you can choose to keep, delete, or change that data as you see fit. The pre-filled data is for example purposes. For more information on the equipment you need to start a coffee shop, check out this article.

When building individual unit models, you should also consider loans. Do you plan to take out a new loan to open each unit, or do you hope to generate enough cash from your other units to open a new unit without debt? If you plan to purchase your buildings, you may plan to have a mortgage on each unit.

In our template, you can enter unit-specific loans on the Unit Specific Assumptions tab. The loan amounts and terms (or whether you take out a loan at all) can be different for the three types of units. The model will automatically add the corresponding loan to the balance sheet each time you open new unit, if that unit type has a loan associated with it.

Just like the corporate entity, your individual units can carry inventory or have accounts receivable. These items are usually calculated as a percentage of revenue. In our model, AR is calculated as percentage of the current month’s sales, and inventory is predicted based on a percentage of the sales in the next month of the model. The same percentages are used for all units, but AR and inventory balances will differ as revenue will be different for the three types of units.

Step 6. Revenue Models

Once you’ve set all your basic assumptions, it’s time to move onto the most important part of any financial projection: the revenue model.

In our template, the revenue model is on the “Input – Revenue” tab. Our template begins with the revenue model for the average units, and then uses that model to predict revenue for high-performing and low-performing units.

Customer Visits per Month

The first step in our revenue model to determine the number of visitors that will come to the coffee shop in any given month. Visitors (users) are acquired through paid advertising, or organically through word of mouth or internet searches. In our model, the light blue inputs can be changed to reflect your business model. Helpful Hint: Advertising spending is pulled from the “Input – Operating Expenses” tab and can be changed on that tab.

The model calculates new visitors from advertising based on the cost to acquire a new visitor. This cost can vary depending on the type of advertising you do and its effectiveness, but for coffee shops we typically see a low cost to acquire a new visitor (between $10-$20).

The model then adds in new visitors from organic sources, and then calculates how many new visitors are likely to become regulars. If your coffee shops are going to be on college campuses or in small towns with few other “third place” type establishments, you might see a higher percentage of first-time visitors convert to regulars than coffee shops in a touristy areas or busy shopping centers. Some regular customers will inevitably leave each month, and we calculate this with a churn rate. A typical churn rate is for a coffee shop is around 10%.

Once the monthly customer base has been calculated, we need to consider how many customer visits occur each month, and what each customer is likely to spend per visit.

In our model, we assume that each regular will visit on average 3.1 times in the first month. This could change significantly depending on the demographics of your regulars! Some coffee shops may have only a few regulars, but they might visit several times a week, or even every day. In addition to visits from regulars, we also must factor our new visitors. The model builds in one visit for every new visitor. Some new visitors will become regulars during the month and will therefore be considered to visit as a new visitor and a regular during the month.

The model will automatically calculate customer visits throughout the month. Use this as an opportunity to gut-check your model so far. If you’re planning for 10,000 customer visits per month but are located on a college campus and plan to have outlets at all 20 of your tables, you might be overshooting how many customers you can actually serve. Are you in a place where people will stay a while, or do you expect the morning rush of commuters to be heavy? Divide your monthly visits by 30 to see how many people you’ll have to serve per day, and again by your hours to see what your hourly turnover will be.

For example: Using the numbers pre-filled in our model, we top out at about 26,000 monthly customer visits in year 5. Assuming we’re open on average 15 hours per day, that’s about 870 visits per day, or 58 visits per hour. Is it likely that this coffee shop can serve about one person per minute? Unless we have three or four cash registers and three or four cappuccino machines, perhaps we should decrease our visitor to regular conversion rate to 5%, or increase the cost to acquire a new visitor over time so that our hourly visits in year 5 are more reasonable.

Menu & Customer Spending

Once you’re settled on your customer visits per month, it’s time to set the menu and determine the average spend per customer.

Our template allows you to enter allows you to enter up to 10 menu items, but if your menu is larger, don’t worry. One of the keys to creating good financial projections is learning how to summarize with averages. We can’t really predict the future, so it’s ok to group items or make some generalizations in order to get the big picture down in a model. Too many details can make for inaccurate or unhelpful projections.

In the menu box, we recommend summarizing by general item type. Some possible categories:

• Regular Coffee or Tea
• Espresso Drinks
• Frozen Drinks
• Specialty Non-Coffee Drinks
• Pastry Case Snacks
• Bagged Snacks
• Hot Sandwiches
• Etc.

For each category, assign an average price. Then, estimate the number of times transaction with a single customer each item is purchased. Keep in mind, more than one customer could be included on the same bill, but we count them individually for revenue. Helpful Hint: most items will be purchased less than one time per customer per transaction. To gut-check your menu predictions, add up the numbers in the far-right column. In our model, the far-right column sums to 1.5, which means each customer on average purchases 1.5 items per transaction, which seems reasonable.

Directly below the menu table we calculate the average spend per visitor per visit, which is calculated based on data in the menu table.

Once we’ve calculated the average spend per visitor per visit, we can multiply by number of customer visits to get coffee and food revenue. Our template also offers a mini revenue model for merchandise sales.

Predicting High- and Low-Performing Unit Revenue

Now that we’ve predicted revenue for the average unit, it’s time to predict revenue for the high-performing and low-performing units. The best way to predict these values is to simply multiply the average unit revenue by a percentage over 100% for the high-performing unit, and below 100% for the low performing unit. In the image below, we predicted high-performing units will have 110% of the revenue of an average unit, and low-performing units will have 90% of the revenue of an average unit.

Step 7. Predict Direct Expenses

Coffee shops have two types of direct expenses: materials (generally coffee beans, milk, syrups and flavors, water, sweeteners, and food) and labor (the baristas who take orders and make coffee).

Direct materials for coffee shops is easy to predict with a little research. Commonly, direct materials cost about 25% of revenue, but you can make your own predictions based on your knowledge of your suppliers and prices. We recommend this blog post for a more in-depth discussion of direct materials.

Direct labor is a little harder to predict. In our model, we consider a few factors when predicting direct labor costs, as you can see in the image below:

Note that in our model, we also include a manager or two for the stores (“Input Salaries & Dividends” tab), so at any given time there will be three or more employees in the coffee shop. Our model pulls data from the input revenue tab to calculate transactions per hour and then predict the average number of employees needed per hour per month. Helpful Hint: transactions per hour is the number of transactions per month (total customer visits during the month) divided by open hours per month.

The three types of store differ in their number of employees per hour because they all handle a different number of transactions per month. In our model, the high-performing store has 10% more transactions per month and the low-performing store has 10% less than the average store.

Once we predict employees per hour, we just have to multiply by the number of hours per month and the rate per hour to calculate direct labor cost for each store.

Step 8. Other Expenses

In addition to direct expenses, your coffee shops will have indirect operating expenses, or overhead. Some examples of overhead expenses include:

• Advertising
• Computer Services / POS System
• Insurance
• Rent
• Supplies
• Utilities / Internet
• Legal, Licenses, and other Start-Up Costs

Some of these expenses will occur every month, but others are start-up costs that you only pay once. Helpful Hint: be careful not to include assets in your start-up costs. Assets are items that will provide you value over time, whether tangible or not. A good example of an intangible asset is a 10-year business license or a security deposit on your rental.

On our model, you should input expenses in monthly amounts. We’ve broken out the first three months individually to help you account for start-up costs that don’t occur every month. The remainder of the months in the model are grouped by years, and the expenses will be the same every month for an entire year.

Like the revenue models, here we have you set expenses for the average unit and then predict how the high- and low-performing units will differ for each expense.

Step 9. Salaries

The last piece of our individual unit predictions is salaries. Direct labor has already been calculated, so the salaries we calculate here are only for indirect employees like managers, bookkeepers, or CEOs. When calculating salaries, be sure to include benefits and employer taxes in your budget. In our model, we allow a few different ways to customize salaries to the three types of units and the corporate entity.

The first way to customize salaries units is to change the number of employees for the unit. In the above example, the first line represents managers at both the average and high-performing unit. Mangers at both types of stores get paid $45,000 per year, but for the average store there is only one manager, whereas the high-performing store supports two.

The next line down represents the manager at the low-performing store, who earns $35,000 annually. Note there are “0s” in the columns for the average and high-performing units and the corporate entity, as this type of manager only exists at the low-performing store.

In the same way, the CEO and bookkeeper are employees of the corporate unit and their salaries will be represented on the corporate income statement.

Step 10. Dividends

If your coffee shop is a corporation, you may pay your shareholders (or yourself, if you are a shareholder) dividends. There are tax implications of paying dividends, and we recommend you discuss these with a tax accountant in your area. Dividend payments can act like a type of salary or loan payment to various shareholders. If you choose to pay dividends, you can enter them on the “Input- Salaries & Dividends” tab. Paying dividends reduces the cash balance of the business but is not considered an expense on the income statement. 

Step 11. Putting it all together

Once we’ve predicted all the inputs of our financial model, it’s time to put it all together. Here are the steps we followed to put together our template:

1. Create the month-to-month financial statements for each type of unit plus the corporate entity.
2. Layer the month-to-month financials for each unit together based on unit start dates and types of units.

We chose to show the financial impact of each unit on our consolidated financials, except for a few key accounts:

• Cash
• Investments
• Dividends
• Retained Earnings.

Below are some screen shots of the individual and consolidated financial statements from our model.

The online mattress company Casper is making headlines for its upcoming IPO. Casper founders are intent on a $1 billion valuation, having famously turned down a $900 million offer from Target last year, but many analysts are predicting Casper won’t come even close enough to $1 billion to get a photograph. Why don’t the experts think Casper will achieve their goal valuation? For starters, they’ve never made a profit, and they don’t plan to do so anytime soon.

According to Bloomberg, in 2017 the funds raised by unprofitable companies in IPOs exceeded funds raised by profitable companies for the first time this century. Since 2017, that gap has only grown, with unprofitable giant Uber dominating both the news cycle and market value at IPO. At a glance, Casper doesn’t look much different from its unprofitable tech cousins, so why do analysts think Casper was a bad investment for its current funders?

As it turns out, many investors, eager to get in on the ground floor of the next Facebook or Alibaba have overlooked some key issues with Casper’s financials. We decided to run the publicly available information through our financial projection models to see if Casper ever has a chance at turning a profit.

We started by entering the FY 2019 financials into our model (with a few minor changes due to rounding). We noted the following patterns based on available data:

Sales returns and discounts are almost 20% of total sales (sounds high, but a mattress does seem like one of those things you might not like if you haven’t sat on it in stores).

Cost of Goods Sold is about 56% of net sales.

Sales and Advertising Expense is about 35% of net sales.

Selling, General, and Admin expenses are about 36% of net sales.

Before flipping to our projected income statement, the financials are already not looking good. Sure enough, Casper lost $93 million in 2019, due to the fact that costs were 127% of net revenue. For a future profit to seem likely, some serious cost-cutting measures need to be made.

So, we decided to see just how drastic the changes would need to be for Casper to turn a profit. We started with the following plan:

• We decided to increase sales and marketing expense by 5% annually (from $127 million in 2019) since most analysts agree Casper’s revenue is driven largely by their clever advertising campaigns. Right now, Casper gets about $2.8 in net revenue for every dollar spent on advertising.
• We increased the revenue dollars generated by each advertising dollar by 5% each year, assuming advertising campaigns become more effective over time.
• We allowed COGS as a % of net revenue to decrease by 1.2% per year, assuming there are some economies of scale as sales rise.
• We decreased SG&A and other expenses by 2% each year (so they become a smaller % of sales, even while the dollar value of the expense increases over time).

Even with these measures, we still predict Casper won’t turn a profit until 2026, as shown below. They will lose $522 million after their IPO before turning a profit, which by many estimates could be the entirety of their IPO cash. In this case, money spent on R&D or other assets could very well bankrupt Casper before they see a single dime in the black.

While little financial information is available about Casper’s early years, one would suspect that the ratios of expenses to revenue were worse, not better at a smaller scale. If early investors in Casper had run a simple prediction like this one, they might have noticed what drastic leaps would have to be made to even approach profitability. Distant profits don’t point towards a favorable IPO valuation, and many early investors are no doubt regretting their lost potential returns. Of course, every big new idea comes with promises of dramatic changes ahead, and maybe Casper will be the one to prove us wrong and grow into a thriving public company.

About ProjectionHub – ProjectionHub is a software and professional services company that helps entrepreneurs create financial projections for investors, lenders and internal planning. We’ve developed a variety of templates including a marketplace revenue and financial model template to help you create investor-ready projections.

The number and variety of mobile app, software as a service, and software & hardware hybrid tech startups is astounding. No two are alike – each serves a different market in a different way. In an industry where being unique is the ticket to success – how does one predict revenue in a reliable way?

I’m a CPA, and I spend most of my time creating projections for start-up businesses, whether that’s directly, through our consulting services at ProjectionHub, or indirectly through creating and refining tools like our Excel templates and ProjectionHub App. About one third of my consulting clients are tech companies with exponential growth and an eventual exit strategy in mind.

In this blog post, I want to walk you through a few ways I help tech / software / mobile app start-ups predict their revenue and answer a few common questions and concerns I hear from my clients every day.

Projecting Revenue

Gold Standard: Bottom – Up Simple Growth Model

When I send a first draft of a custom app or mobile app financial projections template model to one of my clients, the first two questions I hear back are usually:

1. Is this growth rate industry standard?
2. Are these numbers based on market research?

The answer to both questions is usually “no”. Why?  Well, unless specifically requested by clients, I create bottom-up revenue models. A bottom up model starts with the products and services the client offers, and bases revenue on sales volume. Sales volume is driven by internal factors, like advertising budget and size of the sales force. A bottom up model uses information readily available from the client to create predicted sales, and not market data like number of potential users.

Many investors agree that a bottom-up approach is a better way to model revenue. Market research has its place in your executive summary or stack, but when it comes to projections, most users prefer to see how exactly you plan to get from idea to revenue – and that means more concrete and easily predictable numbers like product price, user growth rate, and advertising spending. In addition to being the method preferred by most investors, a bottom-up approach is also more useful for you, the founder, as you move forward. Bottom-up projections can help you plan, as you can use a model to look at different scenarios and answer questions like:

1. How should I price my product?
2. How many users do I need to turn a profit?
3. How much can I pay my employees?
4. How many sales team members should I hire?

Essentially, a bottom-up approach not only gets you projections to show your potential investors, it also gives you a game plan for how you’ll earn them a nice return.

Basics of a bottom-up approach:

1. Start with a driver of sales. I usually use one of two methods depending on the client.
   1. Show the build up of a user base from advertising, and estimate sales from user base
   1. Calculate sales based on sales per sales team member.
2. Multiply sales by product price. If you have more than one product, you need to determine your product mix. If you have several lines of revenue, (hardware & software sales, for example) this can be done for each line of revenue.
3. Show sales growth over time. I recommend using small and steady growth rates for sales, perhaps 3-5% per year. If you’re hoping for exponential growth, there is no harm in showing higher growth rates, as long as you can explain to users how you will achieve them.

Other Methods: Top – Down Approach, Combination Approach

When my clients request a different method, I also create models using top-down or combination approaches. Top – down approaches use market data and estimate a % of the market your company will capture to predict sales. The largest benefit of a top-down approach is that it uses information that is independently verifiable by the investor. If you’ve already invested money in market research, you might choose this approach to highlight data.  

Basics of a top – down approach.

1. Find market data on sales dollars spend on solutions like the one you are proposing, or the number of individuals in a specific category and estimate what they’re spending or would spend on solutions. Be sure to find how the market is growing over time.
2. Predict what % of the market you will capture.
3. Project sales based on this data.

Combination Approach

A combination approach is also feasible. When I have clients that have market research on-hand but prefer a bottom-up approach, I usually build both models and then compare them to show the investor a range of potential sales. This can be time-consuming, but it covers all bases and can appeal to a wider variety of investors.

Want Help Creating Projections?

Want to learn more, or need help predicting your own revenue? Reach out to us at www.projectionhub.com/services and we can create a custom model for your new tech start-up.

According to the Brewers Association, there were 7,450 breweries in the US in 2018. Of those, only 104 were large or non-craft breweries. The market for small breweries is still booming: 322 new brewpubs and 724 microbreweries opened in 2018 (source). If you’re considering opening a brewery, financial projections are a great way to begin. You will need financial projections to apply for a loan or recruit investors, and they can help you determine your clearest path to profitability.

Template for Brewery Financial Projections

We have created a standard brewery financial projection template to help you create reliable financial projections for lenders, investors, or internal planning. Our template is easy to use as is designed to save you time by creating clear, well-formatted financial statements from the data you provide. Even if you’re completely new to excel, you will be able to use our template.

You can purchase the brewery financial projection template here. In this blog post, we will walk you through how to use the brewery template to create projections for your brewery.

General Template Structure

When you download your template, you will notice it has an instructions / welcome page, and several blue and green tabs. The blue tabs are used for information input, and the green tabs are the financial statements and other reports generated from the data provided.

On each blue tab, there are corresponding light blue cells that direct you to areas where you need to input data. Some blue cells already contain example data in order to guide you as you fill out the template. We encourage you to overwrite or delete the example data to better reflect your unique business.

Assumptions: Investment, Loans, Accounts Receivable, Inventory, and Fixed Assets

The first input tab covers most of the balance sheet items. On this tab, you can define the name of your business, and select a start date. You can also set inventory values, AR terms, loan terms, and investment funds.

Follow the patterns of the example data on the template, ensuring you fill out all the columns in each box. Be sure to delete any data that does not apply to you, for example, if you do not plan to take out any loans to finance your brewery, you can change the loan amount for Loan 1 to $0.

Investment and Loans

Your starting cash balance will auto-fill in the first box as you change your investment and loan funds. Be sure you have enough cash to cover the purchases of your fixed assets with a surplus to cover expenses in the first few months. When you have entered all your data, you can check your cash flows statement to make sure you estimated your starting cash needs correctly and adjust if necessary. If you cash flows statement shows negative cash in any month, you should consider raising more funds through loans or investment.

Fixed Assets

You have room to input up to 6 fixed assets on the template, but keep in mind many assets can fall into broad categories like leasehold improvements, furniture and fixtures, brewing equipment, and glassware.

Fixed assets required to start a brewery can include:

1. Brewing Equipment – $100,000 – $1,000,000 (source)
2. Leasehold Improvements or Building if purchasing – minimum 25,000 square feet (source)
3. Federal Brewers Bond –  $1,000 (source)
4. Other Licenses, Fees, and Legal Expenses – state and locality dependent, estimate $3,000-$4,000 (source)
5. Kitchen, Bar, and Computer equipment – oven, stoves, ice machines, point-of-sale machines, etc., estimate $30,000 – $40,000
6. Furniture and Fixtures – including tables, chairs, bar stools, TVs, signage, sound system, etc., estimate $15,000 – $30,000 depending on size
7. Glass and Tableware – cups, plates, silverware, napkins $2,000 – $5,000

Revenue and Cost of Goods Sold

The revenue model for a brewery is complicated. Many breweries are equal parts manufacturing facilities, bars, and restaurants. Our model incorporates all three revenue streams to give you a holistic view of revenue and cost of goods sold.

Beer Manufacturing

Our model starts by determining the cost of different types of containers of beer that your brewery produces, starting with barrel production. You can input the cost of the various ingredients (hops, barley, yeast, water, etc.) and labor, and the sizes and costs of various containers. The model then calculates the total cost of each type of container of beer you sell.

Taproom Sales

If you plan to sell your beer in a taproom, brewery owned bar, or restaurant fill out the taproom sales category next. Taproom revenue is dependent on customers coming to your location to buy beer. In order to calculate the number of customers each month, we consider the capacity of the taproom. Capacity is calculated by considering the number of the seats in the tap room, the length of the average customer visit, and the number of hours per week the taproom is open. We also consider expected percent of capacity that is used by customers over time, as no taproom can be 100% for all open hours.

For the model to calculate the revenue from and cost of beer sold in the taproom, set the typical number of beers purchased by each customer (pre-set to 1.4). Then, select the type of container (e.g. keg or barrel) that will be used to serve beer in the taproom. The model calculates the revenue and cost of the beer based on the price you provide, and the cost calculated in the first section.

Restaurant Sales

Many breweries also serve food in their tap room. We’ve included a mini version of our restaurant model to calculate revenue from and cost of food served. In this portion of the template, you can set the average spend on food by each customer as well as the direct materials and direct labor that go into restaurant food overall. The template will calculate revenue and COGS.

Wholesale Revenue

Wholesale is another important piece of the brewery revenue model. In this portion of the model, start by setting the sales prices of each type of container you sell. The markup percentage is included for reference. Then, input the number of each type of container you predict you will sell in the first 6 months. After 6 months, the model uses a growth rate you determine to show sales growth over time. The model calculates sales and COGS based on your inputs.

Other Expenses

The other expenses tab allows you to build start-up expenses into the model by individually breaking out the first 3 months of operation. Expenses after month 3 are determined based on year of operation to save you time inputting data. The expenses automatically increase over time based on your inputs for year 1, using the inflation rate determined on the assumptions tab. You can override the increase by typing over the formulas in the blue cells.

Be sure to enter monthly, not annual expense amounts. If you have estimated your expenses annually, you can have Excel determine the monthly amount for your by using a formula. For example, if your annual insurance quote is $1,000, type “=1000/12” into the cell.

Note income tax percentages are included at the bottom of the other expenses tab. We pre-fill the income tax percentages with example amounts, but we recommend talking to a tax professional to estimate your effective tax rate.

Salaries and Dividends

The last input tab is salaries and dividends. This tab is used to determine any indirect labor and dividends paid to shareholders. Note that all the direct labor items, from beer manufacturing to restaurant severs and bar tenders has already been calculated on the revenue tab. Indirect labor can be administrative assistants, CEOs, sales managers, etc.

Note that there are 19 lines for employees on the salaries table, but many more employees can be entered using the far-right column (“# of this particular employee”) and creating categories of employees. For example, if you will hire 2 delivery drivers in month 13 at the same salary, you can enter just one line for driver and change the far-right column to 2, and the model will automatically double the employee expenses for that type of employee.

Dividends are also included on this page. Dividends are draws on the retained earnings of a company and are not technically an expense, although they reduce cash in a period. A company owner or shareholders may choose to compensate themselves with dividends rather than salaries.

Financial Reports and Other Output

When you’ve finished filling out the blue input tabs on your standard template, you can view the green output tabs. The “At a Glance” tab will show you some charts and summary data for your company, including a calculation of the breakeven year:

The remaining green tabs are the financial statements in both monthly and annual formats:

Final Notes

Our templates are designed to save you time in creating your projected financial statements. We’re available for support at support@projectionhub.com if you have any questions.

Top Photo by ELEVATE from Pexels

ProjectionHub now has Excel templates!

After years of providing custom Excel models for our consulting clients, we’ve learned a thing or two about creating projections in Excel. Many potential business owners need a reliable solution for predicting their bottom line – whether they need projections for lenders, investors, or simply for internal planning.

Check out our available Excel templates here!

Why use an Excel template?

Our Excel templates are easy to use and flexible. They are designed to save you time – no more struggling with a balance sheet that refuses to balance! They output five years of pre-formatted and pre-filled Balance Sheets, Income Statements, and Cash Flows Statements (in both monthly and annual summary formats) based on information you provide on a series of input tabs. Our templates all have a similar, easy to follow structure. Each revenue model has been built using our financial and accounting expertise from years of experience creating financial projections from businesses like yours.

In this blog post, we want to walk you through the process of creating financial projections with our Excel templates.

General Template Structure

When you download your template, you will notice it has an instructions / welcome page, and several blue and green tabs. The blue tabs are used for information input, and the green tabs are the financial statements and other reports the model generates from your inputted data. On each blue tab, there are corresponding light blue cells that direct you to areas where you can change inputs. Do not edit non-blue cells, as this might affect the output.

Assumptions: Investment, Loans, Accounts Receivable, Inventory, and Fixed Assets

The first input tab covers most of the balance sheet items. On this tab, you can define the name of your business, and select a start date. You can also set inventory values, AR terms, loan terms, and investment funds.

Follow the patterns of the example data on the template, ensuring you fill out all the columns in each box. You can overwrite any data in the blue cells as it is there to guide you as you fill out the template.

Revenue

The revenue model will vary for every business. Generally, the models begin by determining the number of customers or clients generated by advertising, and then determining their purchases. Some templates include multiple revenue streams, i.e. restaurant sales and catering. Follow the model from top to bottom, updating the blue cells as you see fit. For many models, the advertising expense at the top can be changed in the first row of the “Input – Other Expenses” tab.

Cost of Goods Sold / Cost of Sales

Some models have cost of goods sold (COGS) calculations built directly into the revenue model on the “Input – Revenue” tab. Others have a separate tab for COGS. The COGS / Cost of Sales tab asks for percentages of revenue to calculate direct materials and direct labor costs. The markup percentage is included for reference. This table is helpful for industries where labor and materials are usually measured as a percent of revenue.

Other Expenses

Our other expenses tab allows you to build start-up expenses into the model by individually breaking out the first 3 months of operation. Expenses after month 3 are determined based on year of operation to save you time inputting data. The expenses automatically increase over time based on your inputs in the first month, using the inflation rate determined on the assumptions tab. You can override the increase by typing over the formulas in the blue cells.

Be sure to enter monthly, not annual expense amounts. If you have estimated your expenses annually, you can have Excel determine the monthly amount for your by using a formula. For example, if your annual insurance quote is $1,000, type “=1000/12” into the cell.

Note income tax percentages are included at the bottom of the other expenses tab. We prefill the income tax percentages with example amounts, but we recommend talking to a tax professional to estimate your effective tax rate.

Salaries and Dividends

The last input tab is salaries and dividends. This tab is used to determine any indirect labor and dividends paid to shareholders. Note that direct labor is a cost of sales and is determined on the COGS / Cost of Sales or Revenue tab. Indirect labor can be administrative assistants, CEOs, sales managers, etc.

Note that there are 19 lines for employees on the salaries table, but many more employees can be entered using the far right column (“# of this particular employee”) and creating categories of employees. For example, if you will hire 2 engineers in month 13 at the same salary, you can enter just one line for engineer and change the far right column to 2, and the model will automatically double the employee expenses for that type of employee.

Dividends are also included on this page. Dividends are draws on the retained earnings of a company and are not technically an expense, although they reduce cash in a period. A company owner or shareholders may choose to compensate themselves with dividends rather than salaries.

Financial Reports and Other Output

When you’ve finished filling out the blue input tabs on your standard template, you can view the green output tabs. The “At a Glance” tab will show you some charts and summary data for your company, including a calculation of the breakeven year:

The remaining green tabs are the financial statements in both monthly and annual formats:

Final Notes

Our templates are deigned to save you time in creating your projected financial statements. We’re available for support at support@projectionhub.com if you have any questions.

Don’t see a template that fits your business, or would rather us do the work for you? Check out our consulting services here! We can customize a model specifically for your business plan.  

We are incredibly excited to announce that we have launched a new service and brand – Finstacker.

Optimizing Small Business Finance

Our mission at Finstacker is – To help businesses find and implement the optimal mix of software and services to complete their financial management tasks.

Learn more about what a “financial stack” is, why it can be some complicated to get right, and how Finstacker can help.