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Financial Model
A spreadsheet that projects revenue, costs, hiring and cash so you can plan and raise.
Also known as: financial model, startup financial model, operating model
A financial model projects the business forward: revenue drivers, costs, hiring, cash — monthly, for 18–36 months — so decisions get tested before money moves. Its outputs are runway, hiring capacity, funding need and timing: the numbers behind every plan, pitch and board discussion.
drivers → revenue (per stream, with assumptions) → costs (headcount × loaded, infra, spend)
→ cash walk → runway date → funding need and milestone mapping
Build it driver-based (users × conversion × price, not “revenue grows 20% because”), monthly (annual hides death spirals), and honest about hiring (start dates slip; salaries load fully). The model’s value is 20% prediction, 80% forcing explicit assumptions the team can then argue about and test.
The classic mistakes:
- Hockey-stick certainty. Smooth exponential curves with no mechanism. Every inflection needs a named driver (channel, launch, hire) with evidence — otherwise it is drawing wishes.
- Costs as afterthought. Revenue modeled lovingly, costs as one growing line. Model headcount role by role with start months; costs are where models usually lie.
- No scenario versions. One base case presented as the future. Maintain base/upside/downside with triggers (scenario analysis) — investors ask “what if” precisely to test this.
- Model divorced from accounting. Definitions differing from the books make actuals-vs-plan meaningless. Same chart of accounts, same metric definitions (honest metrics), reconciled monthly.
- Precision theater. Five-decimal projections of unknowable futures. Round aggressively; the model’s job is direction and magnitudes, and false precision destroys credibility with anyone numerate.
Ritual: monthly actuals-vs-plan review with variance explanations, reforecast quarterly. A model reviewed is a compass; unreviewed, wallpaper. See fundraising metrics for what investors read from it.