Finance templates built to CFO standard. Free.

Services 13-Week Cash Flow

Week-by-week cash runway with tax and payroll remittances built into the outflows.

A 13-week cash forecast that schedules the outflows most templates leave out: GST and BAS, PAYG and PAYE, payroll tax, and superannuation, each landing in the week it is actually due. Opening cash rolls forward weekly, so the trough week and any dip below your minimum-cash floor show up before they arrive. Built for services businesses that run payroll fortnightly and remit tax on a fixed calendar.

Hire Impact Calculator

Test a hire before you make it, and see the month it pays back.

Model the fully-loaded cost of a new hire (salary, on-costs, ramp time) against the revenue or capacity they add, and read the month the decision turns cash-positive. Compare up to eight candidates side-by-side under your own Downside and Upside scenarios, with payback, cash burn, and minimum-cash-floor breach risk per candidate. Region-aware (AU / NZ / US) with research-anchored on-cost defaults you can override per candidate. Built for owners weighing a delivery or overhead hire against a tight cash position.

Owner’s Monthly Decision Pack

The monthly review pack an owner actually reads: KPIs, EBITDA bridge, tripwires, commentary. Monthly and YTD.

Store thirteen rolling months of actuals on the Data tab and read the business from two dashboards: a Monthly Dashboard for the selected month and a YTD Dashboard for the year-to-date. Each carries a KPI panel, target-versus-actual, an EBITDA bridge, tripwires that flag where the numbers are crossing a line, and a reviewed-commentary panel structured around what went well, what went badly, the big move, the structural read, and what's next. The same management read a five-to-fifteen-million-dollar services business runs internally, as a workbook you control.

Capacity, Utilisation and Effective Rate Diagnostic

Find the gap between your listed rate and what each role actually earns per hour.

Splits each role's economics into three numbers: average cost per hour (fully-loaded cost over available hours), effective hourly rate (revenue over billable hours, after realisation drag), and delivery margin. The gap between your listed rate and your effective rate is usually wider than it feels, and this is where it shows up. Built for services teams that bill time and suspect utilisation, not pricing, is the real constraint.

MethodAverage cost per hour and effective hourly rate by role, against a 50% delivery-margin benchmark.

Margin Bridge and Variance Walk

Decompose exactly why gross margin moved between two periods, in dollars.

Takes the change in gross margin between two periods and splits it into named, additive effects: rate, volume, mix, cost, and utilisation. Each effect carries a dollar figure that sums back to the total move, so the answer to why margin shifted is specific instead of a shrug. A Direct Cost Allocator helper tab is included for operators whose accounting system does not already split direct cost by service line. Enter delivery hours and loaded cost, and it produces the per-line direct cost the bridge consumes. FP&A-grade variance analysis, not a summary table. Built for operators who have to explain a margin swing to a board or to themselves.

MethodSequential decomposition · Laspeyres rate, Paasche volume, interaction-term mix.

Pipeline-to-Cash Forecast

Turn deals and retainers into a six-month forecast of revenue and cash, side by side.

Enter your deals (value, stage, expected close, payment terms, delivery profile) and your active retainers on the Pipeline tab. The Forecast tab returns two views side by side: weighted revenue you expect to close, and the cash you expect to actually receive, with the gap between them month by month. Deal cash is delayed by your collection terms; retainer cash is recognised on its own cadence. Built for owners whose revenue is lumpy and whose cash lands well after the close.

Annual Operating Plan

A 12-month plan that runs the three statements together, built either top-down or bottom-up.

A forward P&L, cash flow, and balance sheet across Base, Downside, and Upside scenarios, with plan-versus-actual tracking. A single Build-Method switch decides how revenue is modelled: PLANNED takes top-down committed revenue you type in; CAPACITY rolls it up bottom-up from a per-person roster whose billable days come from each person's own public-holiday calendar. A third path captures contractor- and freelancer-delivered revenue for delivery-mixed firms. Every input lives on one tab in zones that dim to show only what your chosen build needs; the Plan tab is the read-only output.

MethodDual build path (Planned / Capacity), three-statement integration, Base / Downside / Upside scenarios.

Three-Statement Operating Model

A connected P&L, cash flow, and balance sheet that ties exactly, with a capital-structure view.

A 12- or 24-month operating model where the three statements are genuinely linked: net income flows to retained earnings, working capital moves through the balance sheet, and cash ties to the closing balance with no plugs and no circular references. A capital-structure block carries opening debt, interest on the opening balance, and a DSCR / debt-to-equity covenant read for owners weighing debt or a sale. Balances to the cent across every region and scenario. Built for anyone who will open the cells and check.

MethodIntegrated P&L, cash flow, and balance sheet; interest on opening balance, zero circularity; DSCR and debt-to-equity covenants.