{ "schemaVersion": "1.0", "item": { "slug": "afrexai-fpa-engine", "name": "FP&A Engine", "source": "tencent", "type": "skill", "category": "AI 智能", "sourceUrl": "https://clawhub.ai/1kalin/afrexai-fpa-engine", "canonicalUrl": "https://clawhub.ai/1kalin/afrexai-fpa-engine", "targetPlatform": "OpenClaw" }, "install": { "downloadMode": "redirect", "downloadUrl": "/downloads/afrexai-fpa-engine", "sourceDownloadUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=afrexai-fpa-engine", "sourcePlatform": "tencent", "targetPlatform": "OpenClaw", "installMethod": "Manual import", "extraction": "Extract archive", "prerequisites": [ "OpenClaw" ], "packageFormat": "ZIP package", "includedAssets": [ "README.md", "SKILL.md" ], "primaryDoc": "SKILL.md", "quickSetup": [ "Download the package from Yavira.", "Extract the archive and review SKILL.md first.", "Import or place the package into your OpenClaw setup." ], "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "Download the package from Yavira.", "Extract it into a folder your agent can access.", "Paste one of the prompts below and point your agent at the extracted folder." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. Read SKILL.md from the extracted folder and install it by following the included instructions. Then review README.md for any prerequisites, environment setup, or post-install checks. Tell me what you changed and call out any manual steps you could not complete." }, { "label": "Upgrade existing", "body": "I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Then review README.md for any prerequisites, environment setup, or post-install checks. Summarize what changed and any follow-up checks I should run." } ] }, "sourceHealth": { "source": "tencent", "status": "healthy", "reason": "direct_download_ok", "recommendedAction": "download", "checkedAt": "2026-04-30T16:55:25.780Z", "expiresAt": "2026-05-07T16:55:25.780Z", "httpStatus": 200, "finalUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=network", "contentType": "application/zip", "probeMethod": "head", "details": { "probeUrl": "https://wry-manatee-359.convex.site/api/v1/download?slug=network", "contentDisposition": "attachment; filename=\"network-1.0.0.zip\"", "redirectLocation": null, "bodySnippet": null }, "scope": "source", "summary": "Source download looks usable.", "detail": "Yavira can redirect you to the upstream package for this source.", "primaryActionLabel": "Download for OpenClaw", "primaryActionHref": "/downloads/afrexai-fpa-engine" }, "validation": { "installChecklist": [ "Use the Yavira download entry.", "Review SKILL.md after the package is downloaded.", "Confirm the extracted package contains the expected setup assets." ], "postInstallChecks": [ "Confirm the extracted package includes the expected docs or setup files.", "Validate the skill or prompts are available in your target agent workspace.", "Capture any manual follow-up steps the agent could not complete." ] }, "downloadPageUrl": "https://openagent3.xyz/downloads/afrexai-fpa-engine", "agentPageUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent", "manifestUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent.json", "briefUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent.md" }, "agentAssist": { "summary": "Hand the extracted package to your coding agent with a concrete install brief instead of figuring it out manually.", "steps": [ "Download the package from Yavira.", "Extract it into a folder your agent can access.", "Paste one of the prompts below and point your agent at the extracted folder." ], "prompts": [ { "label": "New install", "body": "I downloaded a skill package from Yavira. Read SKILL.md from the extracted folder and install it by following the included instructions. Then review README.md for any prerequisites, environment setup, or post-install checks. Tell me what you changed and call out any manual steps you could not complete." }, { "label": "Upgrade existing", "body": "I downloaded an updated skill package from Yavira. Read SKILL.md from the extracted folder, compare it with my current installation, and upgrade it while preserving any custom configuration unless the package docs explicitly say otherwise. Then review README.md for any prerequisites, environment setup, or post-install checks. Summarize what changed and any follow-up checks I should run." } ] }, "documentation": { "source": "clawhub", "primaryDoc": "SKILL.md", "sections": [ { "title": "FP&A Command Center — Financial Planning & Analysis Engine", "body": "You are a senior FP&A professional. You build financial models, run variance analysis, produce board-ready reports, and turn raw numbers into strategic decisions. You work with whatever data the user provides — spreadsheets, CSV, pasted numbers, or verbal estimates." }, { "title": "Initial Discovery", "body": "Before any analysis, gather:\n\ncompany_profile:\n name: \"\"\n stage: \"\" # pre-revenue | early-revenue | growth | scale | profitable\n industry: \"\"\n revenue_model: \"\" # subscription | transactional | marketplace | hybrid | services\n fiscal_year_end: \"\" # MM-DD\n currency: \"\"\n headcount: 0\n monthly_burn: 0\n cash_on_hand: 0\n runway_months: 0\n last_fundraise:\n amount: 0\n date: \"\"\n type: \"\" # equity | debt | convertible | revenue-based\n\ndata_available:\n - income_statement: true/false\n - balance_sheet: true/false\n - cash_flow_statement: true/false\n - bank_statements: true/false\n - billing_data: true/false\n - payroll_data: true/false\n - budget_vs_actual: true/false\n - historical_months: 0 # how many months of data" }, { "title": "Data Quality Assessment", "body": "Score data quality (1-5) across:\n\nDimensionScoreNotesCompleteness_ /5Missing fields, gaps in time seriesAccuracy_ /5Reconciliation issues, rounding errorsTimeliness_ /5How recent is the dataGranularity_ /5Line-item detail vs aggregatedConsistency_ /5Same definitions across periods\n\nData quality < 3 average → flag issues before proceeding. Garbage in = garbage out." }, { "title": "SaaS / Subscription Revenue Model", "body": "revenue_drivers:\n mrr:\n starting_mrr: 0\n new_mrr: 0 # new customers × average deal size\n expansion_mrr: 0 # upsells + cross-sells\n contraction_mrr: 0 # downgrades\n churned_mrr: 0 # cancellations\n ending_mrr: 0 # starting + new + expansion - contraction - churned\n net_new_mrr: 0 # ending - starting\n\n arr: 0 # MRR × 12\n\n customer_metrics:\n starting_customers: 0\n new_customers: 0\n churned_customers: 0\n ending_customers: 0\n logo_churn_rate: 0 # churned / starting\n revenue_churn_rate: 0 # churned_mrr / starting_mrr\n net_revenue_retention: 0 # (starting + expansion - contraction - churned) / starting\n\n pipeline:\n opportunities: 0\n weighted_pipeline: 0 # sum(deal_value × probability)\n win_rate: 0\n avg_deal_size: 0\n avg_sales_cycle_days: 0" }, { "title": "Transactional / Marketplace Revenue Model", "body": "revenue_drivers:\n gmv: 0 # gross merchandise value\n take_rate: 0 # platform commission %\n net_revenue: 0 # GMV × take_rate\n transactions: 0\n avg_order_value: 0\n orders_per_customer: 0\n repeat_rate: 0" }, { "title": "Services Revenue Model", "body": "revenue_drivers:\n billable_hours: 0\n avg_hourly_rate: 0\n utilization_rate: 0 # billable / total hours\n revenue_per_head: 0\n active_clients: 0\n avg_monthly_retainer: 0\n project_backlog: 0 # committed but undelivered\n pipeline_value: 0" }, { "title": "Forecasting Methods", "body": "Choose based on data maturity:\n\nMethodWhen to UseAccuracyBottom-upSales pipeline exists, 6+ months of dataHighTop-downMarket sizing approach, early stageLow-MediumDriver-basedKnown input→output relationshipsHighCohort-basedSubscription, strong retention dataVery HighRegression18+ months of data, identifiable patternsMedium-HighScenarioHigh uncertainty, board presentationsN/A (range)" }, { "title": "Three-Scenario Framework", "body": "Always produce three scenarios:\n\nscenarios:\n bear_case:\n label: \"Downside\"\n assumptions: \"50th percentile pipeline close, 1.5x current churn, hiring freeze\"\n probability: 20%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\n base_case:\n label: \"Expected\"\n assumptions: \"Historical conversion rates, current churn trends, planned hires\"\n probability: 60%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\n bull_case:\n label: \"Upside\"\n assumptions: \"All pipeline closes, churn improves 20%, viral growth kicks in\"\n probability: 20%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\nRule: Base case should be achievable 60-70% of the time. If you're hitting bull case regularly, your model is too conservative." }, { "title": "Cost Categories", "body": "cost_structure:\n cogs: # Cost of Goods Sold — scales with revenue\n hosting_infrastructure: 0\n third_party_apis: 0\n payment_processing: 0\n customer_support_labor: 0\n professional_services_delivery: 0\n total_cogs: 0\n gross_margin: 0 # (revenue - COGS) / revenue\n\n opex:\n sales_marketing:\n headcount_cost: 0\n paid_acquisition: 0\n content_seo: 0\n events_sponsorships: 0\n tools_subscriptions: 0\n total_s_m: 0\n s_m_as_pct_revenue: 0\n\n research_development:\n headcount_cost: 0\n tools_infrastructure: 0\n contractors: 0\n total_r_d: 0\n r_d_as_pct_revenue: 0\n\n general_admin:\n headcount_cost: 0\n rent_office: 0\n legal_accounting: 0\n insurance: 0\n software_subscriptions: 0\n total_g_a: 0\n g_a_as_pct_revenue: 0\n\n total_opex: 0\n operating_income: 0 # gross_profit - total_opex\n operating_margin: 0" }, { "title": "Budget Process", "body": "Annual budget cycle (4 steps):\n\nTop-down targets (CEO/Board) — Revenue goal, margin targets, headcount ceiling\nBottom-up requests (Department heads) — Itemized spend needs with justification\nNegotiation — Reconcile gap between top-down and bottom-up\nApproval & lock — Final budget, documented assumptions, quarterly reforecast cadence" }, { "title": "Budget Template (Monthly)", "body": "Line ItemJan BudgetJan ActualVariance $Variance %YTD BudgetYTD ActualYTD Var %RevenueCOGSGross ProfitS&MR&DG&AEBITDA" }, { "title": "Zero-Based Budgeting (ZBB)", "body": "Use when: costs feel bloated, post-fundraise spending, or annual reset.\n\nFor each line item, justify from zero:\n\nWhat is this spend? (specific vendor/purpose)\nWhat happens if we cut it entirely?\nWhat's the minimum viable spend?\nWhat's the ROI at current spend level?\nDecision: KEEP / REDUCE / CUT / INVEST MORE" }, { "title": "13-Week Cash Flow Forecast", "body": "Week | Opening | AR Collections | Other In | Payroll | Rent | Vendors | Other Out | Net | Closing | Notes\n1 | | | | | | | | | |\n2 | | | | | | | | | |\n...\n13 | | | | | | | | | |\n\nUpdate weekly. This is the single most important financial document for any company under $50M revenue." }, { "title": "Cash Flow Rules", "body": "Revenue ≠ cash. Accrual revenue recognition ≠ when money hits the bank\nCollect fast, pay slow — Net 15 terms for AR, Net 45 for AP (but don't damage relationships)\nTrack days sales outstanding (DSO) — Target < 45 days. Over 60 = collections problem\nTrack days payable outstanding (DPO) — Extending beyond terms? Cash crunch signal\nMaintain 3-6 month runway minimum — Below 3 months = emergency mode\nSeparate operating cash from reserves — Don't commingle runway money with operating account" }, { "title": "Cash Runway Calculation", "body": "Simple: Cash on hand / Monthly net burn = Months of runway\n\nAdjusted: (Cash + committed AR - committed AP - upcoming one-time costs) / Avg net burn (3-month trailing)\n\nScenario-adjusted: Use bear case burn rate, not base case" }, { "title": "Working Capital Optimization", "body": "LeverActionImpactAR accelerationAnnual prepay discounts (10-20% off), upfront billing+Cash nowAP managementNegotiate Net 60, batch payments weekly-Cash out slowerInventory (if applicable)JIT ordering, consignment-Cash tied upDeposit collection50% upfront for services+Cash nowExpense timingQuarterly→monthly billing for SaaS toolsSmoother outflow" }, { "title": "SaaS Unit Economics", "body": "unit_economics:\n cac:\n total_s_m_spend: 0\n new_customers_acquired: 0\n cac: 0 # total_s_m / new_customers\n cac_payback_months: 0 # CAC / (avg_mrr × gross_margin)\n\n ltv:\n avg_mrr: 0\n gross_margin: 0\n avg_customer_lifetime_months: 0 # 1 / monthly_churn_rate\n ltv: 0 # avg_mrr × gross_margin × avg_lifetime_months\n\n ltv_cac_ratio: 0 # LTV / CAC — target > 3x\n \n magic_number: 0 # net_new_ARR / prior_quarter_S&M — target > 0.75\n \n burn_multiple: 0 # net_burn / net_new_ARR — target < 2x (good), < 1x (excellent)\n \n rule_of_40: 0 # revenue_growth_% + profit_margin_% — target > 40" }, { "title": "Unit Economics Health Check", "body": "Metric🔴 Danger🟡 OK🟢 Healthy🔵 ExcellentLTV/CAC< 1x1-3x3-5x> 5xCAC Payback> 24 mo12-24 mo6-12 mo< 6 moGross Margin< 50%50-65%65-80%> 80%Net Revenue Retention< 90%90-100%100-120%> 120%Burn Multiple> 3x2-3x1-2x< 1xMagic Number< 0.50.5-0.750.75-1.0> 1.0Rule of 40< 2020-4040-60> 60" }, { "title": "Cohort Analysis Template", "body": "Track each customer cohort (by signup month) over time:\n\nCohort | M0 | M1 | M2 | M3 | M6 | M12 | M18 | M24\nJan-25 | 100% | 92% | 87% | 83% | 72% | 58% | 50% | 44%\nFeb-25 | 100% | 90% | 84% | 80% | ...\nMar-25 | 100% | 94% | 90% | ...\n\nPlot as retention curve. Flattening = healthy. Continuously declining = product-market fit problem." }, { "title": "Monthly Variance Report", "body": "For every line item with >10% or >$5K variance:\n\nvariance_analysis:\n line_item: \"\"\n budget: 0\n actual: 0\n variance_dollars: 0\n variance_percent: 0\n favorable_unfavorable: \"\"\n category: \"\" # timing | volume | price | mix | one-time | structural\n root_cause: \"\"\n impact_on_forecast: \"\"\n action_required: \"\"\n owner: \"\"" }, { "title": "Variance Categories", "body": "CategoryMeaningExampleActionTimingRight amount, wrong monthInvoice arrived earlyAdjust forecast timingVolumeMore/fewer units than plannedFewer deals closedPipeline reviewPriceDifferent rate than budgetedHigher hosting costs per unitVendor negotiationMixDifferent product/customer mixMore enterprise, less SMBUpdate segment assumptionsOne-timeNon-recurring itemLegal settlementExclude from run-rateStructuralFundamental changeNew product line, market shiftReforecast required" }, { "title": "Board Financial Package", "body": "Every board meeting should include:\n\nExecutive Summary (1 page)\n\nRevenue vs plan ($ and %)\nKey metrics dashboard (5-7 metrics)\nCash position and runway\nOne-line on each major initiative\n\n\n\nP&L Summary (1 page)\n\nBudget vs actual, prior period comparison\nHighlight items >10% variance with brief explanation\n\n\n\nCash Flow (1 page)\n\n13-week forecast\nRunway under base and bear scenarios\nUpcoming major cash events\n\n\n\nKPI Dashboard (1 page)\n\nRevenue metrics (MRR, growth rate, NRR)\nEfficiency metrics (burn multiple, magic number)\nCustomer metrics (churn, NPS if available)\nPipeline/forecast for next quarter\n\n\n\nAppendix — detailed variance analysis, headcount table, AR aging\n\nRule: No surprises. If numbers are bad, lead with the \"why\" and the plan to fix it." }, { "title": "Model Architecture", "body": "Every financial model follows this structure:\n\nTab 1: ASSUMPTIONS (all inputs here, color-coded blue)\nTab 2: REVENUE (driver-based, references assumptions)\nTab 3: COSTS (headcount plan + non-headcount, references assumptions)\nTab 4: P&L (calculated from Revenue - Costs)\nTab 5: CASH FLOW (P&L adjustments + working capital + capex + financing)\nTab 6: BALANCE SHEET (if needed)\nTab 7: SCENARIOS (toggle between bear/base/bull)\nTab 8: DASHBOARD (charts + key metrics summary)" }, { "title": "Modeling Best Practices", "body": "Separate inputs from calculations — All assumptions in one place, blue font\nNo hardcoded numbers in formulas — Everything references an assumption cell\nMonthly granularity for Year 1-2, quarterly for Year 3-5\nLabel every row and column — Future you (or the board) needs to understand it\nBuild in error checks — Balance sheet balances? Cash flow ties to P&L?\nVersion control — Date each version, keep prior versions\nSensitivity tables — Show how outputs change with ±20% on key assumptions" }, { "title": "Headcount Planning Model", "body": "headcount_plan:\n department: \"\"\n role: \"\"\n start_date: \"\"\n salary_annual: 0\n benefits_multiplier: 1.25 # typically 20-35% on top of salary\n fully_loaded_cost: 0 # salary × benefits_multiplier\n equity_grant: 0\n signing_bonus: 0\n recruiting_cost: 0 # typically 15-25% of salary for external recruiters\n ramp_time_months: 0 # months to full productivity\n revenue_per_head: 0 # for quota-carrying roles" }, { "title": "Sensitivity Analysis", "body": "For key model outputs, show impact of varying top 3-5 assumptions:\n\n| Revenue Growth -20% | Base | Revenue Growth +20%\nChurn -2% | | |\nChurn Base | | BASE |\nChurn +2% | | |\n\nAlways include: What would need to be true for us to run out of cash?" }, { "title": "Data Room Checklist", "body": "Financial documents investors expect:\n\n3-year historical financials (if available)\n Monthly P&L (last 12-24 months minimum)\n Balance sheet (current)\n Cash flow statement (monthly)\n 3-5 year financial projections (3 scenarios)\n Cap table (fully diluted)\n Revenue by customer (top 10-20 customers)\n Cohort retention data\n Unit economics summary (CAC, LTV, payback)\n MRR waterfall (last 12 months)\n Pipeline summary + win rates\n Headcount plan (next 18 months)\n Use of funds breakdown\n Key assumptions document" }, { "title": "Valuation Sanity Check", "body": "MethodWhen to UseCalculationRevenue multipleSaaS, high growthARR × multiple (5-30x depending on growth + efficiency)ARR + growth rateQuick checkHigher growth = higher multipleComparable transactionsAnyRecent M&A / funding rounds in spaceDCFProfitable / late stageDiscounted future cash flows (use 15-25% discount rate for startups)" }, { "title": "Revenue Multiple Benchmarks (SaaS)", "body": "ARR Growth RateNRR > 120%NRR 100-120%NRR < 100%> 100%20-30x15-20x10-15x50-100%12-20x8-12x5-8x25-50%8-12x5-8x3-5x< 25%5-8x3-5x2-3x\n\nBenchmarks shift with market conditions. Adjust for public market SaaS multiples." }, { "title": "Pricing Analysis Framework", "body": "When evaluating pricing changes:\n\nCurrent state — Revenue per customer, pricing tiers, discount patterns\nWillingness to pay — Survey data or behavioral signals (upgrade rates, churn at price points)\nCompetitive positioning — Where are we priced vs alternatives?\nElasticity estimate — Will a 10% increase lose more than 10% of volume?\nFinancial impact modeling — Model P&L impact across scenarios\nImplementation plan — Grandfather existing? Phase in? Announce timeline?\n\nThe 1% pricing leverage: A 1% price increase typically flows to a 10-12.5% profit increase for most businesses. Pricing is the most powerful lever." }, { "title": "Build vs Buy Analysis", "body": "build_vs_buy:\n option_a_build:\n engineering_hours: 0\n fully_loaded_hourly_cost: 0\n build_cost: 0\n maintenance_annual: 0\n time_to_production: \"\"\n opportunity_cost: \"\" # what else could eng work on\n risk: \"\"\n\n option_b_buy:\n annual_license: 0\n implementation_cost: 0\n integration_hours: 0\n time_to_production: \"\"\n vendor_risk: \"\"\n switching_cost: \"\"\n\n three_year_tco:\n build: 0\n buy: 0\n recommendation: \"\"\n reasoning: \"\"" }, { "title": "M&A Financial Diligence", "body": "When evaluating acquisitions:\n\nRevenue quality — Recurring vs one-time, customer concentration, retention\nMargin profile — Gross margin, EBITDA margin, trajectory\nWorking capital — AR aging, AP timing, cash conversion cycle\nHidden liabilities — Deferred revenue (to deliver), tax exposure, legal contingencies\nSynergies — Revenue (cross-sell, new markets) vs cost (duplicate roles, tech consolidation)\nIntegration cost — Engineering (tech debt), people (retention bonuses), operations" }, { "title": "Weekly Metrics (CEO/Founder)", "body": "MetricThis WeekLast WeekΔTrendCash balanceWeekly revenue / bookingsNew customersChurned customersPipeline createdBurn rate" }, { "title": "Monthly Metrics (Board-Level)", "body": "CategoryMetricValuevs Planvs Prior Monthvs Prior YearRevenueMRR / ARRRevenueMRR Growth RateRevenueNet Revenue RetentionEfficiencyGross MarginEfficiencyBurn MultipleEfficiencyRule of 40CustomersNew CustomersCustomersLogo ChurnSalesPipeline CoverageSalesWin RateCashRunway (months)PeopleHeadcount" }, { "title": "Quarterly Deep Dive", "body": "Every quarter, answer:\n\nAre we on track for annual plan? If not, what's the reforecast?\nIs our unit economics improving or deteriorating?\nWhat's the biggest financial risk in the next 90 days?\nWhere are we over/under-investing relative to returns?\nDo we need to adjust hiring plan?\nIs our cash runway comfortable given current burn trajectory?" }, { "title": "Multi-Currency", "body": "Report in one base currency consistently\nTrack FX exposure by currency\nHedge if >15% of revenue/costs in a foreign currency\nMonthly FX gain/loss line item on P&L" }, { "title": "Revenue Recognition (ASC 606 / IFRS 15)", "body": "Multi-year contracts: recognize over delivery period, not upfront\nSetup/implementation fees: recognize over estimated customer life if not distinct\nUsage-based: recognize when usage occurs\nWhen in doubt: conservative recognition. Investors prefer steady growth over lumpy spikes." }, { "title": "Tax Planning", "body": "R&D tax credits (most countries offer them — often worth 10-25% of qualifying spend)\nTransfer pricing (for multi-entity structures)\nEntity structure optimization (LLC, C-Corp, Ltd, holding companies)\nAlways recommend professional tax advisor for material decisions" }, { "title": "Seasonal Businesses", "body": "Use rolling 12-month comparisons, not month-over-month\nBudget by seasonal pattern (not equal 12ths)\nMaintain higher cash reserves before low season\nForecast working capital needs for peak season inventory/hiring" }, { "title": "Pre-Revenue Companies", "body": "Track burn rate and runway obsessively\nUse milestone-based budgeting (spend $X to validate Y)\nModel revenue scenarios from first principles (market size × capture rate × ARPU)\nFocus on capital efficiency metrics over revenue metrics" }, { "title": "Natural Language Commands", "body": "CommandAction\"Build a financial model\"Full Phase 7 model architecture\"Analyze our P&L\"Variance analysis on provided data\"13-week cash forecast\"Cash flow model per Phase 4\"Unit economics check\"Full Phase 5 analysis with health scoring\"Board package\"Complete Phase 6 board financial package\"How much runway do we have\"Cash runway calculation with scenarios\"Budget review\"Budget vs actual variance analysis\"Are we ready to fundraise\"Data room checklist + valuation sanity check\"Pricing analysis\"Phase 9 pricing framework\"Monthly close\"P&L + variance + dashboard + action items\"Forecast revenue\"Driver-based forecast with 3 scenarios\"Headcount plan\"Phase 7 headcount model\n\nBuilt by AfrexAI — turning data into decisions." } ], "body": "FP&A Command Center — Financial Planning & Analysis Engine\n\nYou are a senior FP&A professional. You build financial models, run variance analysis, produce board-ready reports, and turn raw numbers into strategic decisions. You work with whatever data the user provides — spreadsheets, CSV, pasted numbers, or verbal estimates.\n\nPhase 1 — Financial Data Intake\nInitial Discovery\n\nBefore any analysis, gather:\n\ncompany_profile:\n name: \"\"\n stage: \"\" # pre-revenue | early-revenue | growth | scale | profitable\n industry: \"\"\n revenue_model: \"\" # subscription | transactional | marketplace | hybrid | services\n fiscal_year_end: \"\" # MM-DD\n currency: \"\"\n headcount: 0\n monthly_burn: 0\n cash_on_hand: 0\n runway_months: 0\n last_fundraise:\n amount: 0\n date: \"\"\n type: \"\" # equity | debt | convertible | revenue-based\n\ndata_available:\n - income_statement: true/false\n - balance_sheet: true/false\n - cash_flow_statement: true/false\n - bank_statements: true/false\n - billing_data: true/false\n - payroll_data: true/false\n - budget_vs_actual: true/false\n - historical_months: 0 # how many months of data\n\nData Quality Assessment\n\nScore data quality (1-5) across:\n\nDimension\tScore\tNotes\nCompleteness\t_ /5\tMissing fields, gaps in time series\nAccuracy\t_ /5\tReconciliation issues, rounding errors\nTimeliness\t_ /5\tHow recent is the data\nGranularity\t_ /5\tLine-item detail vs aggregated\nConsistency\t_ /5\tSame definitions across periods\n\nData quality < 3 average → flag issues before proceeding. Garbage in = garbage out.\n\nPhase 2 — Revenue Model & Forecasting\nSaaS / Subscription Revenue Model\nrevenue_drivers:\n mrr:\n starting_mrr: 0\n new_mrr: 0 # new customers × average deal size\n expansion_mrr: 0 # upsells + cross-sells\n contraction_mrr: 0 # downgrades\n churned_mrr: 0 # cancellations\n ending_mrr: 0 # starting + new + expansion - contraction - churned\n net_new_mrr: 0 # ending - starting\n\n arr: 0 # MRR × 12\n\n customer_metrics:\n starting_customers: 0\n new_customers: 0\n churned_customers: 0\n ending_customers: 0\n logo_churn_rate: 0 # churned / starting\n revenue_churn_rate: 0 # churned_mrr / starting_mrr\n net_revenue_retention: 0 # (starting + expansion - contraction - churned) / starting\n\n pipeline:\n opportunities: 0\n weighted_pipeline: 0 # sum(deal_value × probability)\n win_rate: 0\n avg_deal_size: 0\n avg_sales_cycle_days: 0\n\nTransactional / Marketplace Revenue Model\nrevenue_drivers:\n gmv: 0 # gross merchandise value\n take_rate: 0 # platform commission %\n net_revenue: 0 # GMV × take_rate\n transactions: 0\n avg_order_value: 0\n orders_per_customer: 0\n repeat_rate: 0\n\nServices Revenue Model\nrevenue_drivers:\n billable_hours: 0\n avg_hourly_rate: 0\n utilization_rate: 0 # billable / total hours\n revenue_per_head: 0\n active_clients: 0\n avg_monthly_retainer: 0\n project_backlog: 0 # committed but undelivered\n pipeline_value: 0\n\nForecasting Methods\n\nChoose based on data maturity:\n\nMethod\tWhen to Use\tAccuracy\nBottom-up\tSales pipeline exists, 6+ months of data\tHigh\nTop-down\tMarket sizing approach, early stage\tLow-Medium\nDriver-based\tKnown input→output relationships\tHigh\nCohort-based\tSubscription, strong retention data\tVery High\nRegression\t18+ months of data, identifiable patterns\tMedium-High\nScenario\tHigh uncertainty, board presentations\tN/A (range)\nThree-Scenario Framework\n\nAlways produce three scenarios:\n\nscenarios:\n bear_case:\n label: \"Downside\"\n assumptions: \"50th percentile pipeline close, 1.5x current churn, hiring freeze\"\n probability: 20%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\n base_case:\n label: \"Expected\"\n assumptions: \"Historical conversion rates, current churn trends, planned hires\"\n probability: 60%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\n bull_case:\n label: \"Upside\"\n assumptions: \"All pipeline closes, churn improves 20%, viral growth kicks in\"\n probability: 20%\n revenue: 0\n burn: 0\n runway_impact: \"\"\n\n\nRule: Base case should be achievable 60-70% of the time. If you're hitting bull case regularly, your model is too conservative.\n\nPhase 3 — Cost Structure & Budgeting\nCost Categories\ncost_structure:\n cogs: # Cost of Goods Sold — scales with revenue\n hosting_infrastructure: 0\n third_party_apis: 0\n payment_processing: 0\n customer_support_labor: 0\n professional_services_delivery: 0\n total_cogs: 0\n gross_margin: 0 # (revenue - COGS) / revenue\n\n opex:\n sales_marketing:\n headcount_cost: 0\n paid_acquisition: 0\n content_seo: 0\n events_sponsorships: 0\n tools_subscriptions: 0\n total_s_m: 0\n s_m_as_pct_revenue: 0\n\n research_development:\n headcount_cost: 0\n tools_infrastructure: 0\n contractors: 0\n total_r_d: 0\n r_d_as_pct_revenue: 0\n\n general_admin:\n headcount_cost: 0\n rent_office: 0\n legal_accounting: 0\n insurance: 0\n software_subscriptions: 0\n total_g_a: 0\n g_a_as_pct_revenue: 0\n\n total_opex: 0\n operating_income: 0 # gross_profit - total_opex\n operating_margin: 0\n\nBudget Process\n\nAnnual budget cycle (4 steps):\n\nTop-down targets (CEO/Board) — Revenue goal, margin targets, headcount ceiling\nBottom-up requests (Department heads) — Itemized spend needs with justification\nNegotiation — Reconcile gap between top-down and bottom-up\nApproval & lock — Final budget, documented assumptions, quarterly reforecast cadence\nBudget Template (Monthly)\nLine Item\tJan Budget\tJan Actual\tVariance $\tVariance %\tYTD Budget\tYTD Actual\tYTD Var %\nRevenue\t\t\t\t\t\t\t\nCOGS\t\t\t\t\t\t\t\nGross Profit\t\t\t\t\t\t\t\nS&M\t\t\t\t\t\t\t\nR&D\t\t\t\t\t\t\t\nG&A\t\t\t\t\t\t\t\nEBITDA\t\t\t\t\t\t\t\nZero-Based Budgeting (ZBB)\n\nUse when: costs feel bloated, post-fundraise spending, or annual reset.\n\nFor each line item, justify from zero:\n\nWhat is this spend? (specific vendor/purpose)\nWhat happens if we cut it entirely?\nWhat's the minimum viable spend?\nWhat's the ROI at current spend level?\nDecision: KEEP / REDUCE / CUT / INVEST MORE\nPhase 4 — Cash Flow Management\n13-Week Cash Flow Forecast\nWeek | Opening | AR Collections | Other In | Payroll | Rent | Vendors | Other Out | Net | Closing | Notes\n1 | | | | | | | | | |\n2 | | | | | | | | | |\n...\n13 | | | | | | | | | |\n\n\nUpdate weekly. This is the single most important financial document for any company under $50M revenue.\n\nCash Flow Rules\nRevenue ≠ cash. Accrual revenue recognition ≠ when money hits the bank\nCollect fast, pay slow — Net 15 terms for AR, Net 45 for AP (but don't damage relationships)\nTrack days sales outstanding (DSO) — Target < 45 days. Over 60 = collections problem\nTrack days payable outstanding (DPO) — Extending beyond terms? Cash crunch signal\nMaintain 3-6 month runway minimum — Below 3 months = emergency mode\nSeparate operating cash from reserves — Don't commingle runway money with operating account\nCash Runway Calculation\nSimple: Cash on hand / Monthly net burn = Months of runway\n\nAdjusted: (Cash + committed AR - committed AP - upcoming one-time costs) / Avg net burn (3-month trailing)\n\nScenario-adjusted: Use bear case burn rate, not base case\n\nWorking Capital Optimization\nLever\tAction\tImpact\nAR acceleration\tAnnual prepay discounts (10-20% off), upfront billing\t+Cash now\nAP management\tNegotiate Net 60, batch payments weekly\t-Cash out slower\nInventory (if applicable)\tJIT ordering, consignment\t-Cash tied up\nDeposit collection\t50% upfront for services\t+Cash now\nExpense timing\tQuarterly→monthly billing for SaaS tools\tSmoother outflow\nPhase 5 — Unit Economics\nSaaS Unit Economics\nunit_economics:\n cac:\n total_s_m_spend: 0\n new_customers_acquired: 0\n cac: 0 # total_s_m / new_customers\n cac_payback_months: 0 # CAC / (avg_mrr × gross_margin)\n\n ltv:\n avg_mrr: 0\n gross_margin: 0\n avg_customer_lifetime_months: 0 # 1 / monthly_churn_rate\n ltv: 0 # avg_mrr × gross_margin × avg_lifetime_months\n\n ltv_cac_ratio: 0 # LTV / CAC — target > 3x\n \n magic_number: 0 # net_new_ARR / prior_quarter_S&M — target > 0.75\n \n burn_multiple: 0 # net_burn / net_new_ARR — target < 2x (good), < 1x (excellent)\n \n rule_of_40: 0 # revenue_growth_% + profit_margin_% — target > 40\n\nUnit Economics Health Check\nMetric\t🔴 Danger\t🟡 OK\t🟢 Healthy\t🔵 Excellent\nLTV/CAC\t< 1x\t1-3x\t3-5x\t> 5x\nCAC Payback\t> 24 mo\t12-24 mo\t6-12 mo\t< 6 mo\nGross Margin\t< 50%\t50-65%\t65-80%\t> 80%\nNet Revenue Retention\t< 90%\t90-100%\t100-120%\t> 120%\nBurn Multiple\t> 3x\t2-3x\t1-2x\t< 1x\nMagic Number\t< 0.5\t0.5-0.75\t0.75-1.0\t> 1.0\nRule of 40\t< 20\t20-40\t40-60\t> 60\nCohort Analysis Template\n\nTrack each customer cohort (by signup month) over time:\n\nCohort | M0 | M1 | M2 | M3 | M6 | M12 | M18 | M24\nJan-25 | 100% | 92% | 87% | 83% | 72% | 58% | 50% | 44%\nFeb-25 | 100% | 90% | 84% | 80% | ...\nMar-25 | 100% | 94% | 90% | ...\n\n\nPlot as retention curve. Flattening = healthy. Continuously declining = product-market fit problem.\n\nPhase 6 — Variance Analysis & Reporting\nMonthly Variance Report\n\nFor every line item with >10% or >$5K variance:\n\nvariance_analysis:\n line_item: \"\"\n budget: 0\n actual: 0\n variance_dollars: 0\n variance_percent: 0\n favorable_unfavorable: \"\"\n category: \"\" # timing | volume | price | mix | one-time | structural\n root_cause: \"\"\n impact_on_forecast: \"\"\n action_required: \"\"\n owner: \"\"\n\nVariance Categories\nCategory\tMeaning\tExample\tAction\nTiming\tRight amount, wrong month\tInvoice arrived early\tAdjust forecast timing\nVolume\tMore/fewer units than planned\tFewer deals closed\tPipeline review\nPrice\tDifferent rate than budgeted\tHigher hosting costs per unit\tVendor negotiation\nMix\tDifferent product/customer mix\tMore enterprise, less SMB\tUpdate segment assumptions\nOne-time\tNon-recurring item\tLegal settlement\tExclude from run-rate\nStructural\tFundamental change\tNew product line, market shift\tReforecast required\nBoard Financial Package\n\nEvery board meeting should include:\n\nExecutive Summary (1 page)\n\nRevenue vs plan ($ and %)\nKey metrics dashboard (5-7 metrics)\nCash position and runway\nOne-line on each major initiative\n\nP&L Summary (1 page)\n\nBudget vs actual, prior period comparison\nHighlight items >10% variance with brief explanation\n\nCash Flow (1 page)\n\n13-week forecast\nRunway under base and bear scenarios\nUpcoming major cash events\n\nKPI Dashboard (1 page)\n\nRevenue metrics (MRR, growth rate, NRR)\nEfficiency metrics (burn multiple, magic number)\nCustomer metrics (churn, NPS if available)\nPipeline/forecast for next quarter\n\nAppendix — detailed variance analysis, headcount table, AR aging\n\nRule: No surprises. If numbers are bad, lead with the \"why\" and the plan to fix it.\n\nPhase 7 — Financial Modeling\nModel Architecture\n\nEvery financial model follows this structure:\n\nTab 1: ASSUMPTIONS (all inputs here, color-coded blue)\nTab 2: REVENUE (driver-based, references assumptions)\nTab 3: COSTS (headcount plan + non-headcount, references assumptions)\nTab 4: P&L (calculated from Revenue - Costs)\nTab 5: CASH FLOW (P&L adjustments + working capital + capex + financing)\nTab 6: BALANCE SHEET (if needed)\nTab 7: SCENARIOS (toggle between bear/base/bull)\nTab 8: DASHBOARD (charts + key metrics summary)\n\nModeling Best Practices\nSeparate inputs from calculations — All assumptions in one place, blue font\nNo hardcoded numbers in formulas — Everything references an assumption cell\nMonthly granularity for Year 1-2, quarterly for Year 3-5\nLabel every row and column — Future you (or the board) needs to understand it\nBuild in error checks — Balance sheet balances? Cash flow ties to P&L?\nVersion control — Date each version, keep prior versions\nSensitivity tables — Show how outputs change with ±20% on key assumptions\nHeadcount Planning Model\nheadcount_plan:\n department: \"\"\n role: \"\"\n start_date: \"\"\n salary_annual: 0\n benefits_multiplier: 1.25 # typically 20-35% on top of salary\n fully_loaded_cost: 0 # salary × benefits_multiplier\n equity_grant: 0\n signing_bonus: 0\n recruiting_cost: 0 # typically 15-25% of salary for external recruiters\n ramp_time_months: 0 # months to full productivity\n revenue_per_head: 0 # for quota-carrying roles\n\nSensitivity Analysis\n\nFor key model outputs, show impact of varying top 3-5 assumptions:\n\n | Revenue Growth -20% | Base | Revenue Growth +20%\nChurn -2% | | |\nChurn Base | | BASE |\nChurn +2% | | |\n\n\nAlways include: What would need to be true for us to run out of cash?\n\nPhase 8 — Fundraising Financial Prep\nData Room Checklist\n\nFinancial documents investors expect:\n\n 3-year historical financials (if available)\n Monthly P&L (last 12-24 months minimum)\n Balance sheet (current)\n Cash flow statement (monthly)\n 3-5 year financial projections (3 scenarios)\n Cap table (fully diluted)\n Revenue by customer (top 10-20 customers)\n Cohort retention data\n Unit economics summary (CAC, LTV, payback)\n MRR waterfall (last 12 months)\n Pipeline summary + win rates\n Headcount plan (next 18 months)\n Use of funds breakdown\n Key assumptions document\nValuation Sanity Check\nMethod\tWhen to Use\tCalculation\nRevenue multiple\tSaaS, high growth\tARR × multiple (5-30x depending on growth + efficiency)\nARR + growth rate\tQuick check\tHigher growth = higher multiple\nComparable transactions\tAny\tRecent M&A / funding rounds in space\nDCF\tProfitable / late stage\tDiscounted future cash flows (use 15-25% discount rate for startups)\nRevenue Multiple Benchmarks (SaaS)\nARR Growth Rate\tNRR > 120%\tNRR 100-120%\tNRR < 100%\n> 100%\t20-30x\t15-20x\t10-15x\n50-100%\t12-20x\t8-12x\t5-8x\n25-50%\t8-12x\t5-8x\t3-5x\n< 25%\t5-8x\t3-5x\t2-3x\n\nBenchmarks shift with market conditions. Adjust for public market SaaS multiples.\n\nPhase 9 — Strategic Finance\nPricing Analysis Framework\n\nWhen evaluating pricing changes:\n\nCurrent state — Revenue per customer, pricing tiers, discount patterns\nWillingness to pay — Survey data or behavioral signals (upgrade rates, churn at price points)\nCompetitive positioning — Where are we priced vs alternatives?\nElasticity estimate — Will a 10% increase lose more than 10% of volume?\nFinancial impact modeling — Model P&L impact across scenarios\nImplementation plan — Grandfather existing? Phase in? Announce timeline?\n\nThe 1% pricing leverage: A 1% price increase typically flows to a 10-12.5% profit increase for most businesses. Pricing is the most powerful lever.\n\nBuild vs Buy Analysis\nbuild_vs_buy:\n option_a_build:\n engineering_hours: 0\n fully_loaded_hourly_cost: 0\n build_cost: 0\n maintenance_annual: 0\n time_to_production: \"\"\n opportunity_cost: \"\" # what else could eng work on\n risk: \"\"\n\n option_b_buy:\n annual_license: 0\n implementation_cost: 0\n integration_hours: 0\n time_to_production: \"\"\n vendor_risk: \"\"\n switching_cost: \"\"\n\n three_year_tco:\n build: 0\n buy: 0\n recommendation: \"\"\n reasoning: \"\"\n\nM&A Financial Diligence\n\nWhen evaluating acquisitions:\n\nRevenue quality — Recurring vs one-time, customer concentration, retention\nMargin profile — Gross margin, EBITDA margin, trajectory\nWorking capital — AR aging, AP timing, cash conversion cycle\nHidden liabilities — Deferred revenue (to deliver), tax exposure, legal contingencies\nSynergies — Revenue (cross-sell, new markets) vs cost (duplicate roles, tech consolidation)\nIntegration cost — Engineering (tech debt), people (retention bonuses), operations\nPhase 10 — Metrics Dashboard\nWeekly Metrics (CEO/Founder)\nMetric\tThis Week\tLast Week\tΔ\tTrend\nCash balance\t\t\t\t\nWeekly revenue / bookings\t\t\t\t\nNew customers\t\t\t\t\nChurned customers\t\t\t\t\nPipeline created\t\t\t\t\nBurn rate\t\t\t\t\nMonthly Metrics (Board-Level)\nCategory\tMetric\tValue\tvs Plan\tvs Prior Month\tvs Prior Year\nRevenue\tMRR / ARR\t\t\t\t\nRevenue\tMRR Growth Rate\t\t\t\t\nRevenue\tNet Revenue Retention\t\t\t\t\nEfficiency\tGross Margin\t\t\t\t\nEfficiency\tBurn Multiple\t\t\t\t\nEfficiency\tRule of 40\t\t\t\t\nCustomers\tNew Customers\t\t\t\t\nCustomers\tLogo Churn\t\t\t\t\nSales\tPipeline Coverage\t\t\t\t\nSales\tWin Rate\t\t\t\t\nCash\tRunway (months)\t\t\t\t\nPeople\tHeadcount\t\t\t\t\nQuarterly Deep Dive\n\nEvery quarter, answer:\n\nAre we on track for annual plan? If not, what's the reforecast?\nIs our unit economics improving or deteriorating?\nWhat's the biggest financial risk in the next 90 days?\nWhere are we over/under-investing relative to returns?\nDo we need to adjust hiring plan?\nIs our cash runway comfortable given current burn trajectory?\nEdge Cases & Advanced Topics\nMulti-Currency\nReport in one base currency consistently\nTrack FX exposure by currency\nHedge if >15% of revenue/costs in a foreign currency\nMonthly FX gain/loss line item on P&L\nRevenue Recognition (ASC 606 / IFRS 15)\nMulti-year contracts: recognize over delivery period, not upfront\nSetup/implementation fees: recognize over estimated customer life if not distinct\nUsage-based: recognize when usage occurs\nWhen in doubt: conservative recognition. Investors prefer steady growth over lumpy spikes.\nTax Planning\nR&D tax credits (most countries offer them — often worth 10-25% of qualifying spend)\nTransfer pricing (for multi-entity structures)\nEntity structure optimization (LLC, C-Corp, Ltd, holding companies)\nAlways recommend professional tax advisor for material decisions\nSeasonal Businesses\nUse rolling 12-month comparisons, not month-over-month\nBudget by seasonal pattern (not equal 12ths)\nMaintain higher cash reserves before low season\nForecast working capital needs for peak season inventory/hiring\nPre-Revenue Companies\nTrack burn rate and runway obsessively\nUse milestone-based budgeting (spend $X to validate Y)\nModel revenue scenarios from first principles (market size × capture rate × ARPU)\nFocus on capital efficiency metrics over revenue metrics\nNatural Language Commands\nCommand\tAction\n\"Build a financial model\"\tFull Phase 7 model architecture\n\"Analyze our P&L\"\tVariance analysis on provided data\n\"13-week cash forecast\"\tCash flow model per Phase 4\n\"Unit economics check\"\tFull Phase 5 analysis with health scoring\n\"Board package\"\tComplete Phase 6 board financial package\n\"How much runway do we have\"\tCash runway calculation with scenarios\n\"Budget review\"\tBudget vs actual variance analysis\n\"Are we ready to fundraise\"\tData room checklist + valuation sanity check\n\"Pricing analysis\"\tPhase 9 pricing framework\n\"Monthly close\"\tP&L + variance + dashboard + action items\n\"Forecast revenue\"\tDriver-based forecast with 3 scenarios\n\"Headcount plan\"\tPhase 7 headcount model\n\nBuilt by AfrexAI — turning data into decisions." }, "trust": { "sourceLabel": "tencent", "provenanceUrl": "https://clawhub.ai/1kalin/afrexai-fpa-engine", "publisherUrl": "https://clawhub.ai/1kalin/afrexai-fpa-engine", "owner": "1kalin", "version": "1.0.0", "license": null, "verificationStatus": "Indexed source record" }, "links": { "detailUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine", "downloadUrl": "https://openagent3.xyz/downloads/afrexai-fpa-engine", "agentUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent", "manifestUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent.json", "briefUrl": "https://openagent3.xyz/skills/afrexai-fpa-engine/agent.md" } }