SouFBP

I can help Finance Teams  train their storytelling and presentation skills

Thanks to a wisely crafted training program, your FP&A team can learn how to
- prepare their message: get the main insight from their analysis
- prepare the story: use a framework to deliver a clear and convincing story
- prepare their visuals: learn design techniques and tools to build clean slides and graphs
- prepare themselves: master the delivery of a presentation and switch to discussion facilitator when needed

Founder

Proximus

Responsible of Strategic Finance for the Consumer Business Unit, I helped
- building our 5 years strategic plan
- designing key objectives in our priorities: Fiber, 5G, market share
- working on innovative projects (eHealth, eEducation,...)

All that with transversal teams composed of Finance, Marketing, Sales and Strategic advisors

Finance Manager Strategic Projects CBU

	Budgeting and Forecasting (Short to Long Term): new modelization including business assumptions
	Monthly Reporting and Variance Analysis vs Budget/Forecast/Last Year
	Assistance and review of Business Cases (New product Launch, Investments,…)
	Business Strategic KPI’s Settings and Follow up 
	Development of Automatic and Comprehensive Reports (usable for all Stakeholders)

Finance Business Partner EBU Mobile at Proximus

Deloitte Belgium

Manager

Leisure and Travel Industry (Zwijnaarde): Business Controller
Plastics Manufacturing (Kontich): Cost Controller
Leisure and Hotels (Brussels): Financial Controller
Gas (Vilvoorde): Financial Professional
Manufacturing (Aalst): Treasury Officer
Consultancy (Diegem): Treasury Responsible

Experienced Senior

Groupe Vlan

•	Follow-up of general costs and production costs (printing, paper, set up and distribution)
•	Follow-up of commissions charged and turnover granted by national advertising distributor
•	Monthly analysis of reportings per product (titles)
•	Follow-up of legal updates (Accounting Law, Corporate Law, Taxes,…)
•	Participation to yearly budgets 
•	Setting up of Closing Procedures
•	One-off requests (Business Object queries, financial calculations,…)

Financial Controller

PricewaterhouseCoopers

•	Industry department: Main Clients: Sodexo Pass Belgium, Bosch, European Air Transport (DHL), Pharma Belgium,…
•	Organisation of audit engagements as in-charge and coach of junior members
•	Specialised in revenue recognition of services companies
•	Assignments both in French and in Dutch

Senior Auditor

I train Finance Teams at Soft Skills | Corporate Training Facilitator | Course Instructor | Keynote Speaker

𝗕𝗿𝗶𝗱𝗴𝗲 𝘁𝗵𝗲 𝗴𝗮𝗽 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀

As the leader of The Finance Circle, I am passionate about transforming the role of finance professionals into strategic business partners. 

With over a decade of experience in corporate finance, I specialize in bridging the gap between technical expertise and essential soft skills. 

My mission is to empower finance teams with advanced financial modeling, FP&A tools, and statistical forecasting techniques, while also emphasizing business acumen, communication, storytelling, and leadership.

At The Finance Circle, we offer tailored training programs that cater to both large teams and individuals. 

Our initiatives, including the Financial Storytelling Program, are designed to enhance your team's ability to influence and drive business success. 

Our approach has been trusted by leading organizations, and we continue to make a significant impact through workshops, speeches, and personalized coaching sessions.


Key Trainings:

- Financial Storytelling Program / The Finance Stage: Learn Storytelling for Finance
- The Finance Copilot: Make your Finance Team a real Business Partner
- The Finance Window: Finance for Non-Finance Teams
- Slides and Visuals Design: Learn how to use Excel and PowerPoint to build your slides

Soufyan Hamid

A great slide does 3 things:
1️⃣ It’s quick to read
2️⃣ It’s easy to trust
3️⃣ And it stays in your mind

But when I look at the first draft of the finance teams who follow my program, most miss all 3

Too many look like dashboards: typical information overload to make sure we don't miss anything

The result is that it IS exhausting for most people

But did you know that part of this is not even due to the quantity of information that is shared?

Design matters in slides as much as the way you prepare your meal on a plate

So, no matter how good your insights are, if you want to get the attention of your audience, here's how:

✅ Consistency
Keep the same layouts, fonts, and titles
Your audience shouldn’t have to solve a puzzle at every slide

✅ Balance
Distribute text, visuals, and white space evenly
A slide has a center, so start from it

✅ Contrast
Guide the eye
Use color, bold text, or shape to highlight what matters

✅ White space
The human eyes need space to digest
If everything is important, nothing is important

✅ Pattern
Follow a simple layout logic
It helps people navigate faster and remember more

✅ Hierarchy
Start with the message
Then show the data that proves it

✅ Simplicity
It's not only a question of style, but of acceptance
If it takes 30 seconds to understand, it’s too slow

✅ Alignment
Even one misaligned box changes perception
And trust me, perception is everything

✅ Variety
Choose visuals that serve your point
Sometimes a simple table has more effect than a chart

Remember: your slide isn’t there to contain everything you know

This part is the backend

But making sure the message is heard, understood and acted upon is the ultimate goal

If you had to choose, which of these principles is the one you struggle the most with?

I trained 1.235 Finance Pros in Storytelling | EMBA Lecturer | Keynote Speaker

Every week in my training, we do the same exercise: actuals < budget

And 80% of the room says, “The budget is wrong” or “Finance made a mistake”

I know, I speak of my “Finance for Non-Finance” training and we cannot expect everyone to be fair to our work, but there is a thing to learn here

Budgets and forecasts are tools to discuss drivers that haven’t happened yet

When there’s a variance, our assumptions are to be checked

Which one slipped?
- Volume we expected but didn’t convert
- Price we thought we could hold
- Mix that shifted
- Timing that moved
- Capacity or productivity that never showed up

Assumptions must be co-owned

Sales, product, ops, finance ... we build them together.

And yes, they’re often stretched. That’s fine

But once they’re in the system, we accept them as the basis for execution

If reality disagrees, we don’t blame “the budget.” We revisit the thinking, update the driver, and learn

Next time you see a gap, ask:
- Which assumption broke?
- What changed in the market or in behavior?
- Who owns the driver?
- What are we changing now?

Don’t shoot the forecast
Fix the assumptions

That’s how finance becomes a partner in decisions

Most people expect answers from FP&A

What if leadership was more about the questions

If you want Monday to feel different, cross the gap:

•  Shape the question before it’s asked. Don’t wait for a request and frame the discussion
• Model to support a decision (so think of it first)
• Explain variance by what happens next
• Design every slide to play with consequences
• Set the agenda early and bring scenarios
• Create ownership in others
• Get alignment in advance
• Challenge the business model
• Be the thought partner they call first
• Earn your seat in strategic conversations by being relevant

The truth is simple: technical skill is the base

What moves you forward is mixing business with finance, helping the company choose, and challenging the status quo

Useful > Accurate

Read this today but what I want from you on Monday: 

Pick one shift, one meeting, one decision

...and work on it 

Because your career depends more on the steps you take than on the choices that are made for you

Love him or hate him, Steve Jobs had an edge in presentations

So let’s learn what we can from him and apply it to finance:

But before doing it, it's important to know that I am not asking anyone to become a TED talker or an inspirational leader

Our business updates have a different goal: help leaders grasp what changed, why it matters, and what we do next

So here is how I translate six of his core presentation rules to FP&A work:

1️⃣ Clarity beats complexity

Ask yourself: can a non-finance leader grasp my point in 10 seconds? If not, strip the slide to the essentials and name the decision it supports.

2️⃣ Numbers inform but stories transform

Turn “Q3 margin down by 8%” into a short storyline: pricing lag, mix shift, energy spike, and the fix we control next quarter. 

Use the 3 What: what happened, why it matters, what we do next.

3️⃣ Your voice is the real slide

Slides do not drive change. People do. Rehearse tone and pacing so your presentation leads to engagement....and discussions

4️⃣ Less text -> More impact

One idea per slide. One message per chart. If they read more than they listen, you have already lost them.

5️⃣ Rehearse like a partner

Your goal by rehearsing won't be to know everything by heart. 
Instead, know your structure, detect when something goes wrong, anticipate the CEO’s first question. 
But more importantly, refine transitions, so you won't have to say "on the next slide, ...

6️⃣ Command the room, even virtually

Own the narrative with purposeful pauses, direct headlines, and clear next steps.

A simple checklist I use with teams:
• Headline first, chart second
• One decision per slide
• Driver table before variance waterfall
• “What we’ll change” on the final page
• Rehearse answers to the five hardest questions you expect

Yes, I know, many of his craft weren't directly applicable to Finance

But the outcomes are transferable and learnable, and they work in finance

Let’s make our updates shorter, sharper, and more useful to the business

 Steve Jobs’ 6 Rules of Presentations — Applied in FP&A

Control is an illusion in Finance

Focus where it actually counts 🎯

There are tons of things you can't change as a CFO 
- Market changes (who could have guessed today)
- Political decisions (we know about that in 2025)
- The mood of a board member (I hope you can't)

Of course, that doesn't mean you have to see things coming

I plan for it, then I put my energy here:
• How I simplify complex stuff
• My confidence and consistency
• The tools I choose to make ideas land
• The link to purpose, priorities, and next steps
• The story that is tailored to who you have in front
• Human insight leaders can act on (with info they get)
• My integrity in presenting facts and context (no cheating)
• My understanding of what the audience actually cares about

This is the work

Even if you predict, you can't control all reactions

Building a story that travels well enough to survive them

Whatever it is: month-end, QBRs or Earnings prep

Discipline and integrity are what you control

Let the uncontrollables be uncontrollable

What are you putting in your circle of control this week?

You open Excel

There are hundreds of chart options

And somehow… none of them look right

We’ve all been there: you try one, then another, then tweak the colors…

...and twenty minutes later, you still have a chart that no one understands

I know it hurts, but you need to hear this:

You don't need 100 charts in Finance
You only need 7

7 charts that, when used and designed properly, can explain 95% of what we do in FP&A

And the problem is that most people don’t use them right

They let Excel decide the colors, keep the gridlines, and end up with visuals that confuse instead of clarify

In my new video, I’ll show you:
👉 The 7 charts every finance professional should master
👉 When to use each one (and when not to)
👉 And how to design them beautifully in Excel

🎥 Watch it here → https://lnkd.in/edyBbmqZ

Because charts are like jokes

If you need to explain them, they're probably not so good

Story first then charts

But most experts will give "exploratory" tips

While I want you to also think "design"

Because most “default” Excel charts are...

...how can I put this delicately: UGLY

They mix weird colors
They hide the message
They feel designs from the 90s

The problem is that it costs attention, credibility and time

But no, I won't tell you that you need a new tool for that

You just need a better way to use the one we all open every day

Here’s the bar I set when I build finance charts in Excel:
• Use the company palette so people recognize the story as ours
• Remove decoration that doesn’t inform: borders, gridlines, clutter
• Put the message on the chart, an idea, a headline
• One idea per visual

A few small moves change everything:

📈 Line charts
• Smooth the line (it's more pleasant)
• Adjust the y-axis bounds if it helps the point land clearly

📊 Bar charts
• Set gap width to roughly three quarters so the bars breathe and read fast.
• Add data labels and simplify the axis so the eye doesn’t work twice.

🥧 Pie charts
• Keep it simple, use “inside” labels, and let the colors carry the logic
• Don't listen to the haters: they're great too

🫗Waterfalls
• Build them clean so drivers read in order and the labels come from your story
• Avoid the famous "connectors" 😣

Most finance teams still live in Excel and that’s fine

What matters is how intentional you are with the design

🎥 Yesterday I published a new video where I walk through, step by step, the best practices for seven charts every finance team needs

Go have a look, then share it with someone who needs help

 Steps to Creating the Perfect Finance Chart

I still remember the day my CFO said I sucked at presenting

Not exactly formulated like that but I took it personally

Not because he was wrong...
...but because he was right

My slides were good (and so was the design) 

And the analysis behind was impeccable 

But there was no story, no structure, no point

Which made it so that no one understood and remembered it

That day, I decided to prove him wrong

I studied how people listen

I learned how to build tension, simplify insights, and land a message that sticks

I practiced. A lot.

Until one day, people stopped seeing me as “the finance guy with slides”

They started asking me to teach what I was doing differently

That moment changed everything

Today, I help finance teams across Singapore, the US, Europe, and Africa tell stories that move business forward

And I speak in front of hundreds of finance professionals who share the same challenge I once had

And the same determination to overcome it

Because here’s what I’ve learned along the way:
- Being susceptible is not a weakness. It can be your fuel
- There’s nothing in the world that can’t be trained
- Sometimes, one harsh comment is all it takes to start your whole journey

You just need to listen, and decide what you’ll do with it

The best strategy is one your team can actually execute

It’s easy to hear that and think:

“So… let’s aim low”

But that’s not what I mean with that

There is a difference between "easy" and "achievable"

Looking for "achievable" is what I recommend because I know that, little by little, the results are more sustainable and move people in the same direction

The proof is that I’ve seen it often when discussing budgets with teams

When a target is difficult, people sigh, maybe whisper a bit… but they get to work

When it’s impossible, that spark disappears

Because people we work with can tell the difference between hard and hopeless

I'm certainly not the one who will allow sandbagging (my ex-colleagues will confirm that) in a budget/forecast process

But if you have to choose, go for the high but realistic path

One that searches for your team's performance without breaking them

Ambition is giving people the belief (and the means) to make progress

If people don't understand Finance, it's our fault

Because they DO want to understand

But the problem is that we limit the education to 
- T-shaped balance sheet (they never see that)
- Debits and credits (they never book anything)
- Examples of a grocery store (they work in big corporates)

Somehow, it's normal to find our colleagues lost in finance

But it doesn't have to be like that

Because we need the rest of the company to
- understand our reports
- extract observations and analyse
- participate to budget/forecast exercises
- make decisions based on financial outcome

That's how I thought my "Finance for Non-Financials" course

Roles in which Non-Finance people have a real impact

And to do so, the training is
1️⃣ Tailored: I'm not speaking of a SaaS to a Manufacturer
2️⃣ Active: Adults don't want to be back at the university bench
3️⃣ Engaging: People take a full day off their work, and I respect that

Dounia said it herself: these 6 hours are probably the most well invested in training for years

And I'm not done with it!

In the next year, I want to train at least 1.000 more people to understand and use Finance in their jobs

So, my fellow finance leaders, if you want your colleagues to finally understand finance in your company

➡️ Contact me 😉

In any career, there are boosters and traps

If you want to be tactical, be intentional about these

Careers in FP&A accelerate when you treat them like a roadmap

You identify the boosters, avoid the potholes, and drive with intent every week

Promotions tend to follow momentum

Here are ten tactical choices that build momentum.

1️⃣ Combine output with ease

Deliver what you promised and make collaboration smooth. The fastest way to gain trust is to hit deadlines while removing friction from meetings and handoffs

Obstacle to avoid: smart work that feels heavy to everyone else

2️⃣ Own your market value

Keep a running log of wins that tie to concrete results. I tracked cycle time reduced, forecast accuracy gained, and the margin moves my team enabled.

Obstacle to avoid: thinking people will notice your work

3️⃣ Be selective with effort

Choose problems that matter to the P&L (and cash-flow). No one expects you to be an expert in everything.

Obstacle to avoid: perfect outputs on low-value questions

4️⃣ Layer capabilities

Numbers first, then data modeling, then communication, then influence. There is no point in becoming a storyteller if your input is a mess.

Obstacle to avoid: trying to go directly to the top of the pyramid

5️⃣ Manage stakeholders upward

Great CFO updates are short and sharp. What was requested, what changed, the decision needed, and the risk if we wait. No suspense. Clean choices.

Obstacle to avoid: status for the sake of status

6️⃣ Lean into your edge

Maybe you see patterns in messy data. Maybe you stay calm in tense reviews. Double down on what makes you distinct because distinct sticks.

Obstacle to avoid: trying to be great at everything

7️⃣ Stay out of noise

Complaint threads drain credibility. Energy spent on solutions builds it.

Obstacle to avoid: the coffee machine's negative chit-chat

8️⃣ Protect mental clarity

Close is a marathon each month. Sleep, boundaries, and clean files keep judgment sharp. Foggy brains miss the quiet risks.

Obstacle to avoid: treating heroics as a plan

9️⃣ Make people feel seen

Great analysts learn the field reality before they challenge the plan. Sales and Ops follow people who respect their constraints.

Obstacle to avoid: drive-by finance

🔟 Invest in others

Your legacy is the careers you help lift. When your team grows, so do you.

Obstacle to avoid: direct all attention to you

I know some of these look selfish or even Machiavellian

But if you want your career to depend on no one else but you, you will have to deal with them

So for this week, ask yourself: which area should I turn into a differentiating edge?

I built a CFO clone to present in my place

Should you?

Quarterly town halls are where momentum is made… and lost

People drop off after 30 seconds of "underlying result", "EBITDA" and other "Guidance" stuff

Sometimes, it's due to education, others to simple language differences (try motivating people in Madrid when you speak in English)

Yes, I could learn the 12 languages of my group, but that would take some time. 

So I tried something different: a HeyGen avatar of me delivering the same message in multiple languages and a consistent tone

It's a new way of thinking your all-hands presentations if your group is split into different regions and time zones

But if this is feasible, it’s also a risk

Deepfakes, impersonation, “urgent transfer” scams

I couldn't simply show you the trick without warning of the risks...and exploring solutions

In the new video, I show:
👉 When an avatar helps for quarterly results (and when it shouldn’t)
👉 Step-by-step build: avatar, voice, script, scenes, languages
👉 The guardrails every finance team needs

🎥 Watch it → https://lnkd.in/gnDnnVzs

Tried avatars already? Powerful, weird… both?

Tell me how it felt (and what you’d want me to test next)

You know that moment in a meeting when you’re explaining a number…

and you see eyes glazing over?

That’s the exact second Finance loses the room

And it happens to smart people: because we confuse “being clear” with “being precise”

But here’s what I’ve learned after four years of teaching non-finance people about finance

👉 When we’re not understood, it’s because we don’t want to be understood

Non-finance colleagues are ready to learn
They want to understand.
They just don’t want a lecture.

In my new video, I break down how to speak finance so business people actually listen

An this, without dumbing it down, and without losing yourself in the process

🎥 Watch it here → https://lnkd.in/eKg_fUat

That’s the difference between being the finance person who reports numbers…

...and the one people call before they make decisions.

26% of finance pros regularly use AI in their job

That's better than LY but that means 74% are missing something

🚨 And tomorrow 28/10 at 5PM CET, you can learn about this in Nicolas Boucher's free webinar "How to Become an AI CFO" (register here https://lnkd.in/eARHiA9g)

Because AI won't solve every problem, and certainly not the most important ones in your job

But it will help you with these common issues
- lack of time
- lack of a clear structure
- lack of presentation skills

Last week, I showed what could be done at a conference in Amsterdam and even did a masterclass for the AI Finance Club beginning of this month

I can't remember such a surprise when the audience saw what could be done with tools you use every day

So, if you want to use your time efficiently as a Finance Business Partner

Come to the free "How to Become an AI CFO" webinar

📅 Tuesday, Oct 28
🕔 5PM CEST | 12PM ET
🔗 Register here https://lnkd.in/eARHiA9g

I'll be there

Will you?

---------

If you want to go deeper, here are three ways I can help you:

📘 I put together a free Financial Storytelling Starter Pack — you can grab it here: https://lnkd.in/eadSXhKp

🤝 And if you want to explore solutions for your team, you can plan a call with me here: https://lnkd.in/eKTff5s2

In the real world, “storyteller” means everything and nothing at the same time. 

I’ve been 
- the FP&A lead who wrote the board narrative at 2 a.m.
- the controller who had to explain a variance clearly
- and the guy in the room when sales and marketing could not agree 

The story changes shape every time, because the need changes

Some days you are the Architect
You design the structure of the story, following who will hear it and the amount of information you have

Other days you are the Translator
You make sure that everyone will understand, from the call center operator to the director

You become the Connector
You link numbers to people so they see how their real-life is impacted

You step in as the Strategist
You shape direction with a clear “what changed, why, what next”, just like an internal super consultant

Sometimes, you roll up sleeves as the Builder
You turn insights into plans, owners, and dates so someone takes accountability

And many more roles

That’s why “storyteller” is not a skill but a chameleon skill set

I don't know if I can count myself as one of them, but the best finance leaders I’ve worked with swap roles without ego 

So, if you lead a finance team, build this range. 

Hire for it
Coach it
Reward it

Because the right story, in the right role, at the right moment, moves the business.

Which role did you play this week?

Financial Modeling Education

Financial Modeling Courses for Investment Banking, Private Equity, and FP&A.

Mission Capital Consulting

Leesa Sleep

Board Member

TitleCard Capital Group, LLC

Vice President

Lariat Partners, LP

Associate

Hilton

Senior Analyst

FTI Consulting

Consultant

👇50% off all Financial Modeling Courses this week only.

Ever found yourself facing a last-minute request to build a financial model, feeling so overwhelmed you literally couldn’t think straight?  Then read this 👇

I've been there.  I remember EXACTLY how it feels, and it 𝘴𝘶𝘤𝘬𝘴.

After being up until 2am the previous night, I had my head in my hands at a Colorado Rockies’ game, so insanely overwhelmed because I felt unprepared building a financial model.

Today, I can build in 2 𝘩𝘰𝘶𝘳𝘴 what used to take me 𝘸𝘦𝘦𝘬𝘴, and it’s definitely 𝘯𝘰𝘵 because I’m smarter, it’s because... 𝗜 𝗞𝗻𝗼𝘄 𝗪𝗵𝗮𝘁 𝘁𝗼 𝗗𝗼.

What most people don’t realize is that Financial Modeling can be broken down in systematic steps you can repeat every time, so you’re not always recreating the wheel from scratch.

So that’s why I created the 𝗨𝗹𝘁𝗶𝗺𝗮𝘁𝗲 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗠𝗼𝗱𝗲𝗹𝗶𝗻𝗴 𝗠𝗮𝘀𝘁𝗲𝗿𝘆 𝗣𝗿𝗼𝗴𝗿𝗮𝗺: teach everything I 𝘸𝘪𝘴𝘩 I knew back then—𝙖 𝙥𝙡𝙖𝙮𝙗𝙤𝙤𝙠—to hopefully save just one Analyst from spending all weekend at the office.

Fast forward, here’s what things look like today:

🏆 Trusted by over 43,000 students with 4.9/5.0 Star average rating

🏆 Over 100,000 followers on LinkedIn & other social media platforms

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In just 8 hours, you'll learn to build the 𝘦𝘹𝘢𝘤𝘵 Financial Models I use with real Investment Banks, FP&A Teams, and Private Equity Firms—models you can use immediately—no fluff or insufferable corporate jargon.

Enroll today, and make sure you never spend another night, weekend (or vacation) burned out at the office 👉 https://www.financialmodelingeducation.com/

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Check it out here 👉 https://www.financialmodelingeducation.com/

Chris Reilly

How I build Cash Flow Sweeps in Financial Models 👇

(short video)


🔢 𝗙𝗢𝗥𝗠𝗨𝗟𝗔 𝗟𝗢𝗚𝗜𝗖:

The formulas can get a bit complicated, but here's what's happening:

1. "𝗜𝗳 𝗜 𝗵𝗮𝘃𝗲 𝗲𝘅𝗰𝗲𝘀𝘀 𝗰𝗮𝘀𝗵 𝗶𝗻 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝗹𝗲𝘁'𝘀 𝗽𝗮𝘆 𝗱𝗼𝘄𝗻 𝗱𝗲𝗯𝘁."

𝘖𝘵𝘩𝘦𝘳𝘸𝘪𝘴𝘦...

2. "𝗜𝗳 𝗜 𝗗𝗢𝗡'𝗧 𝗵𝗮𝘃𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝗰𝗮𝘀𝗵 𝗶𝗻 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀, 𝗜 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗯𝗼𝗿𝗿𝗼𝘄."


✔️ 𝗕𝗘𝗡𝗘𝗙𝗜𝗧𝗦:

When built properly, you can change cash minimums and paydown percentages to see how your debt balances (and cash balance) change over time.

This is table stakes for LBO modeling or a debt-heavy company looking to increase equity value.

~~~
(Btw, you'll have to forgive my "quiet voice," I make a lot of recordings early in the morning while everyone is still asleep! 😴)
~~~


𝗦𝘁𝗶𝗹𝗹 𝗿𝗲𝗮𝗱𝗶𝗻𝗴? 𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝗳𝘂𝗿𝘁𝗵𝗲𝗿...

📥 Download this LBO 𝗚𝘂𝗶𝗱𝗲 👉 https://lnkd.in/efD2wcJF  

🧠 Take this Modeling 𝗤𝘂𝗶𝘇 👉 https://lnkd.in/eccYpT-R 

🎓 Master Modeling with this 𝗖𝗼𝘂𝗿𝘀𝗲 👉 https://bit.ly/FMECourses

I can help you master Three Statement Modeling & 13 Week Cash Flow Forecasting in 8 hours.

One skill that has mattered more than any other in my career?

Knowing how to link the three statements 👇


Often made overly-complicated on the job, it actually boils down to just a few steps:

(𝟬) 𝗠𝗼𝗱𝗲𝗹 𝗩𝗲𝗿𝘁𝗶𝗰𝗮𝗹𝗹𝘆

This is just a 𝘱𝘦𝘳𝘴𝘰𝘯𝘢𝘭 𝘱𝘳𝘦𝘧𝘦𝘳𝘦𝘯𝘤𝘦, but not required.

I think "stacking" the statements on top of each other makes this 100x easier, because everything sits in the same column.

(there's no ='Bal Sheet'D64)


(𝟭) 𝗡𝗲𝘁 𝗜𝗻𝗰𝗼𝗺𝗲 𝗹𝗶𝗻𝗸𝘀 𝘁𝗼 𝗥𝗲𝘁𝗮𝗶𝗻𝗲𝗱 𝗘𝗮𝗿𝗻𝗶𝗻𝗴𝘀

Set up your Retained Earnings like this:

𝘊𝘶𝘳𝘳𝘦𝘯𝘵 Period RE = 𝘗𝘳𝘪𝘰𝘳 Period RE + 𝘊𝘶𝘳𝘳𝘦𝘯𝘵 Period Net Income


(𝟮) 𝗡𝗲𝘁 𝗜𝗻𝗰𝗼𝗺𝗲 𝗹𝗶𝗻𝗸𝘀 𝘁𝗼 𝗖𝗮𝘀𝗵 𝗙𝗹𝗼𝘄 𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁

Net Income is the starting point for your Cash Flow Statement.

Then you add-back non-cash expenses like Depreciation & Amortization.

Then, you take the 𝘤𝘩𝘢𝘯𝘨𝘦 in the other accounts between periods.

(this is called the 𝗶𝗻𝗱𝗶𝗿𝗲𝗰𝘁 𝗺𝗲𝘁𝗵𝗼𝗱)

It works like this:

   ✓ 𝗔𝘀𝘀𝗲𝘁𝘀 = Previous Period - Current Period

   ✓ 𝗟𝗶𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 & 𝗘𝗾𝘂𝗶𝘁𝘆 = Current Period - Previous Period

If done correctly, this will give you an Ending Cash figure.

Which leads me to part 3...


(𝟯) 𝗘𝗻𝗱𝗶𝗻𝗴 𝗖𝗮𝘀𝗵 𝗴𝗼𝗲𝘀 𝗯𝗮𝗰𝗸 𝘁𝗼 𝗕𝗮𝗹𝗮𝗻𝗰𝗲 𝗦𝗵𝗲𝗲𝘁

The Ending Cash you just calculated in the Cash Flow Statement now 𝘭𝘪𝘯𝘬𝘴 𝘣𝘢𝘤𝘬 to the Balance Sheet.

✅ This will get everything to balance.


𝗧𝗵𝗲𝗻, 𝗮𝗱𝗱 𝗗𝗲𝘁𝗮𝗶𝗹𝘀

From there, all other changes just add incremental detail:

   - AR
   - AP
   - Inventory
   - Bonus Accrual
   - Tax Accrual
   - Prepaid Expenses
   - Accrued Expenses
   - Unearned Revenue
   - Debt
   - Distributions

These are all 𝘢𝘥𝘥𝘪𝘵𝘪𝘰𝘯𝘢𝘭 forecasts that make your cash figure more accurate.

However, they are 𝘯𝘰𝘵 required to get the 𝘴𝘵𝘳𝘶𝘤𝘵𝘶𝘳𝘦 correct.


𝗧𝗵𝗲 𝗥𝗲𝗮𝗹 𝗜𝗺𝗽𝗮𝗰𝘁

Once you get this skill really dialed (like memorized in your sleep)...

Then, you can quickly say how 𝗼𝗻𝗲 𝗰𝗵𝗮𝗻𝗴𝗲 in the business will affect 𝗮𝗹𝗹 𝘁𝗵𝗿𝗲𝗲 statements.

This gets you out of Excel Hell and into business strategy.

Stuff that CFOs and Investors care about.

Hope this helps 🙂.


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

So whether you’re experienced or still figuring things out...

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄:

🧠 Test your skills with this 𝗺𝗼𝗱𝗲𝗹𝗶𝗻𝗴 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Learn to 𝗯𝘂𝗶𝗹𝗱 𝘁𝗵𝗲 𝗲𝘅𝗮𝗰𝘁 𝗺𝗼𝗱𝗲𝗹 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗶𝗺𝗮𝗴𝗲:

     ↳ https://bit.ly/FMECourses

What if Revenue stopped tomorrow?

Use this template to see how much runway you'd have... 👇


📍𝙄𝙣𝙨𝙩𝙧𝙪𝙘𝙩𝙞𝙤𝙣𝙨:

📍𝘾𝙖𝙨𝙝 𝙨𝙞𝙩𝙩𝙞𝙣𝙜 𝙞𝙣 𝙗𝙖𝙣𝙠 𝙧𝙞𝙜𝙝𝙩 𝙣𝙤𝙬

1. Open your bank account
2. How much cash is sitting in there right now?
3. Enter that number in cell C6


📍𝘼𝙙𝙙: 𝙍𝙚𝙘𝙚𝙞𝙫𝙖𝙗𝙡𝙚𝙨 𝙔𝙤𝙪'𝙧𝙚 𝙎𝙪𝙧𝙚 𝙔𝙤𝙪'𝙡𝙡 𝘾𝙤𝙡𝙡𝙚𝙘𝙩

If you know 𝗳𝗼𝗿 𝘀𝘂𝗿𝗲 you're going to collect on some AR, then enter that in cell C7.

Want to be even more conservative? Make it $0.


📍𝙇𝙚𝙨𝙨: 𝙆𝙣𝙤𝙬𝙣 𝙋𝙖𝙮𝙖𝙗𝙡𝙚𝙨

Subtract out any known payables that are due shortly or spoken for:

   - vendor payments
   - estimated tax payments
   - etc.

These go in cell C8.


📍𝙏𝙝𝙚 𝙉𝙚𝙩 𝙍𝙚𝙨𝙪𝙡𝙩?

The sum of the numbers above gives us a conservative snapshot of "net cash left today" (cell C10).


📍𝙇𝙞𝙣𝙠 𝙔𝙤𝙪𝙧 𝙀𝙭𝙥𝙚𝙣𝙨𝙚𝙨

You have a monthly financial model, yes?

Take your total monthly expenses and link them through column E.

𝗙𝗼𝗿𝗴𝗲𝘁 𝗥𝗲𝘃𝗲𝗻𝘂𝗲. Expenses only.

(Note: if you've built a Three Statement Model, link your "Free Cash Flow" instead, but be sure to strip out any Revenue flowing through AR)


📍𝘾𝙤𝙡𝙪𝙢𝙣 𝙃 𝙆𝙚𝙚𝙥𝙨 𝙄𝙩 𝙍𝙚𝙖𝙡

Time to get real.

Column H calculates how many months of runway you have right now, expenses only, assuming you never generate another dollar of revenue or raise capital.

This can sting. I know.

It can also be extremely valuable.

How months of "Doomsday Runway" do you need to sleep at night?

See if you can maintain (or ideally, stay above) that number.

Update this analysis monthly and keep track on a chart. It's a great visual.

Hopefully, this simple exercise can give you peace of mind.

From there, everything else is upside.

Hope this helps 🙂.


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

Whether you’re experienced or still figuring things out...

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄:

📥 Download this runway 𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗲:

     ↳ https://lnkd.in/eDzuV6Mf 

🧠 Try this modeling 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Master financial modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲:

     ↳ https://bit.ly/FMECourses

Here's the layout I use to build three statement models for FP&A 👇


⚙️ 𝗟𝗮𝘆𝗼𝘂𝘁:

Information flows from right to left, meaning:

Summaries <--- Schedules <--- Raw Data


🔁 𝗖𝗼𝗺𝗽𝗼𝗻𝗲𝗻𝘁𝘀:

1️⃣ 𝗥𝗮𝘄 𝗗𝗮𝘁𝗮

This is where I bring in data from an accounting system (QuickBooks, Xero, etc.).

I don’t make any changes to the data, rather, I build my helper formulas around the data.

You can also use PowerQuery here.


2️⃣ 𝗦𝘂𝗯-𝗦𝗰𝗵𝗲𝗱𝘂𝗹𝗲𝘀

This is where I build P&L or Balance Sheet schedules that require detail.

Common examples are Headcount, Known Contracts, and Capex (broken down by Maintenance and Growth).

These schedules link to various P&Ls / BS as needed.


3️⃣ 𝗗𝗲𝗽𝗮𝗿𝘁𝗺𝗲𝗻𝘁 𝗣&𝗟𝘀

Most departments want a budget for "their stuff."

Their Rev, their COGS, their people, etc.

Previous schedules will be mapped accordingly (i.e., Headcount, Contractors, etc.).

Excludes any “Corporate Expense” like CEO, CFO, etc.


4️⃣ 𝗖𝗼𝗻𝘀𝗼𝗹𝗶𝗱𝗮𝘁𝗲𝗱 𝗣&𝗟𝘀

Bring it all together.

Includes “Corporate Expense” like CEO, CFO, etc.

Includes Interest, Taxes, & Depreciation as well.

Shows two views:

(1) Total by Chart of Accounts (i.e., total software sales)

(2) Totals by Department (i.e., total Depts 1-4 + Corporate)

(Both should tie out)

Freeze one P&L for a “Budget.”

One P&L purely grabs “Actuals” from Raw Data.

One P&L is “Rolling” i.e., Actuals + Budget (If model date > latest actual date, pull Budget, else pull Actuals).

One P&L is “Variance” (Line by line comparison to budget for mgmt. to explore, will chat with department heads, etc.).


5️⃣ 𝗧𝗵𝗿𝗲𝗲 𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁 𝗠𝗼𝗱𝗲𝗹

Condensed P&L here (or detailed if preferred).

EBITDA build.

Primary purpose is to forecast cash.

All (or nearly all) Balance Sheet schedules (Except for Capx & Depr).

Will be a rolling forecast each month as Actuals come in (Will “freeze” budget as own file/tab before using rolling fcst).

Modeled vertically (giant tab, 600-1,000+ rows).


6️⃣ 𝗦𝘂𝗺𝗺𝗮𝗿𝗶𝗲𝘀

Print-friendly summaries of all the details.

Usually presented in thousands ($000s).

Several items bucketed together.

Big picture YTD performance.

Various dashboards built to end-user preferences.

Easy to print & forward -- purpose is to have conversation.


7️⃣ 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗣𝗮𝗻𝗲𝗹

Easy to update Actuals date (change one cell).

Flags business issues (Covenants, Debt Capacity, etc.).

Flags all model issues.

Summaries aren’t set until all errors are fixed.


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table.

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄:

📥 Download this model 𝗴𝘂𝗶𝗱𝗲:

     ↳ https://lnkd.in/egw8dP73 

🧠 Try this modeling 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Master financial modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲:

     ↳ https://bit.ly/FMECourses

How I build a simple Depreciation Schedule in 90 seconds 👇
.
.
.
This is the classic "waterfall build" that you'll see in a lot of Three Statement Models.

As your skills progress, you can actually cram all of this into a single line using the OFFSET function(topic for another day).

But, it's important to understand the underlying components of the schedule you're building first.

So, I prefer to teach this "waterfall method," and then condense in a more "real estate friendly" FP&A model.

(also, this method is easier to audit)

Hope you found this helpful 🙂


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

Whether you’re experienced or still figuring things out...

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄:

📥 Download this depreciation 𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗲:

     ↳ https://lnkd.in/e9EWyAnh 

🧠 Try this modeling 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Master financial modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲:

     ↳ https://bit.ly/FMECourses

Everyone obsesses over Excel functions in financial modeling.

But organization is what separates good models from broken ones 👇


1. 𝗠𝗮𝗽𝗽𝗶𝗻𝗴

↪ List of chart of accounts ("COA")
↪ Add adjacent column to group COA into buckets
↪ Example: Classify Salary, Bonus, Payroll Taxes, Benefits into "Labor"


2. 𝗥𝗮𝘄 𝗗𝗮𝘁𝗮

↪ Copy/paste monthly P&L and Balance Sheet data from system
↪ I still export as CSV (that's just me)
↪ Use PowerQuery if you want


3. 𝗕𝘂𝗱𝗴𝗲𝘁 𝗦𝗰𝗵𝗲𝗱𝘂𝗹𝗲𝘀

↪ Separate tabs/schedules for detailed forecasting
↪ Include Revenue, Headcount, Capital Projects, Known Contracts
↪ Eventually link to Three Statement Model


4. 𝗔𝗰𝘁𝘂𝗮𝗹𝘀

↪ Consolidate Raw Data into time series format
↪ Group into same buckets from Mapping tab


5. 𝗕𝘂𝗱𝗴𝗲𝘁

↪ Duplicate Actuals tab with 𝘧𝘰𝘳𝘦𝘤𝘢𝘴𝘵 functionality
↪ The Forecast either:
     - Comes from Budget Schedules
     - Has growth assumptions next to line items


6. 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗠𝗼𝗱𝗲𝗹

↪ Three Statement Model consolidation
↪ Same layout as Budget & Actuals
↪ Pulls Actuals if available, else Budget (using a LATEST_ACTUALS cell)
↪ Automatic Balance Sheet and SCF updates


7. 𝗦𝘂𝗺𝗺𝗮𝗿𝗶𝗲𝘀

↪ Pull Three Statement model into print-friendly view
↪ Build model first, summaries last
↪ Don't model and print in same place


8. 𝗔𝗱𝗺𝗶𝗻

↪ Consolidate all possible errors
↪ Also has "Latest_Actuals" cell
↪ Most important section for error tracking

I've used this exact structure to build models for deals ranging from $2M to $250M+.

Feel free to adjust based on your specific needs.

Hope this helps 🙂.


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

Whether you’re experienced or still figuring things out...

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄:

📥 Download the layout 𝗴𝘂𝗶𝗱𝗲:

     ↳ https://lnkd.in/eTB9X7aE 

🧠 Try this modeling 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Master financial modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲:

     ↳ https://bit.ly/FMECourses

✨ Simple Financial Model Layout

Every. Single. Time.
.
.
As annoying as this is, this is a natural part of building models.

People think or visualize one thing, see a result, and then want to modify to another.

As the modeler, it's your job to:

   (1) create that vision, 𝘣𝘶𝘵 𝘢𝘭𝘴𝘰
   (2) know when to push back

Models can go from helpful to science experiment in a hurry.

When in doubt, does the model help you improve one of these four things?

   (1) Revenue
   (2) Margin
   (3) Cash
   (4) EBITDA

If not, can't hurt to re-think the exercise.


𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

𝗛𝗲𝗿𝗲'𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂:

📥 Download this 𝗱𝗮𝘁𝗮 𝘀𝘁𝗼𝗿𝘆𝘁𝗲𝗹𝗹𝗶𝗻𝗴 𝗴𝘂𝗶𝗱𝗲 👉 https://lnkd.in/e_i3ZqGM 

🧠 Take this modeling 𝗾𝘂𝗶𝘇 👉 https://lnkd.in/eccYpT-R 

🎓 Master modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲 👉 https://bit.ly/FMECourses

=EOMONTH(something, ??)

Super 𝘀𝗶𝗺𝗽𝗹𝗲 𝗳𝗼𝗿𝗺𝘂𝗹𝗮 for the Quarter End date in Excel 👇



Most common use case for this?

Let's say I've got months going along the top of a model.

I'll also want to know which quarter each of those months fall in.

(and the year as well).

This makes SUMIFS and SUMPRODCT summaries very easy to put together when I move out of the weeds and up to the Dashboard stage.

Hope this helps 🙂.


~~~ 𝗪𝗵𝘆 𝗜 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗼𝘀𝘁𝘀:

Hey, I'm Chris Reilly.

I teach financial modeling the way I 𝘄𝗶𝘀𝗵 someone taught me.

Simple and clear, like we’re sitting at your kitchen table, not a conference room, so you can confidently build models without losing your nights, weekends, or sanity.

Whether you’re experienced or still figuring things out...

...𝗵𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝗜 𝗰𝗮𝗻 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄: 

📥 Download this income statement 𝘁𝗲𝗺𝗽𝗹𝗮𝘁𝗲:
     
     ↳ https://lnkd.in/exez-uUT 

🧠 Try this modeling 𝗾𝘂𝗶𝘇:

     ↳ https://lnkd.in/eccYpT-R 

🎓 Master financial modeling with this 𝗰𝗼𝘂𝗿𝘀𝗲:

     ↳ https://bit.ly/FMECourses

Open video: Formula for Quarter end date in Excel on bit.ly

Which of the following creates an 𝘪𝘯𝘵𝘦𝘯𝘵𝘪𝘰𝘯𝘢𝘭 circular reference?

Take the full quiz here 👉 https://lnkd.in/eccYpT-R

Which of the following creates an INTENTIONAL circular reference?

The author can see how you vote. Learn more

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