3. Agenda
Why Financial Modeling?
Some Accounting Basics
Financial Modeling!
Metrics
What Do Venture Capitalists Want?
Some Recommended Reading
Summary
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5. Financial Modeling
You can’t save the world
if you go out of business.
• To stay in business, you need funding.
• To get funding, you need a business model.
• A solid business model needs a financial model.
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6. The Financial Model Defines the Path to Success
Awesome
Product Business Model
Great Financial
Results
Strategy Model
The Financial Model quantifies the Business Model
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7. Financial Model: Optimizing Strategy
• It communicates the model and the vision
– Just as an “Architect’s Model” conveys a building’s design
• Documents the company’s business model
– Translates the strategy into an investor’s return
• Calculates cash requirements to meet milestones
• Provides critical metrics for tracking achievement
– Promoting operational discipline
• It shows that you understand your business
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8. The Financial Model: Critical for
Companies at All Stages
• You are already generating revenues and
you are starting to ramp the operation:
– The model provides a roadmap to your
milestones, with the required metrics.
• You are still at the development stage:
– The model shows that you understand the
business you are creating.
They’re investing in a business, not a product.
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10. Financial Statements
Financial Statements consist of three things:
• Balance Sheet
• Income Statement (or P&L)
• Cash Flow
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11. Financial Statements
12/31/12 12/31/13 12/31/14
Balance Sheet
Balance Sheet
Balance Sheet
Income Income
Statement Statement
Cash Flow Cash Flow
-- 2013 -- -- 2014 --
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12. Financial Statements
12/31/12 12/31/13
Balance Sheet
Balance Sheet
Income Statement
Cash Flow
-- 2013 --
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13. Financial Statements
12/31/12
Balance Sheet
12/31/13
Assets Liabilities
Cash $$$ Accts. Payable $$$
Balance Sheet
Balance Sheet
Accts. Rec. $$$ Accrued Liabs. $$$
Income Statement
Inventory $$$ Short Term Loans $$$
Fixed Assets $$$ Long Term Loans $$$
Cash Flow
Equity
Stock $$$
-- 2013 -- Income (Loss) $$$
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14. Financial Statements
12/31/12
Balance Sheet
12/31/13
Assets Liabilities
Cash $$$ Accts. Payable $$$
Balance Sheet
Balance Sheet
Accts. Rec. $$$ Accrued Liabs. $$$
Income Statement
Inventory $$$ Short Term Loans $$$
Fixed Assets $$$ Long Term Loans $$$
Cash Flow
Equity
Working Capital Stock $$$
-- 2013 -- Income (Loss) $$$
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15. Financial Statements
12/31/12 12/31/13
Balance Sheet
Balance Sheet
Income Statement
Cash Flow
-- 2013 --
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16. Financial Statements
12/31/12 12/31/13
Balance Sheet
Balance Sheet
Income Statement
Cash Flow
-- 2013 --
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17. Financial Statements Statement
Income
12/31/12 12/31/13
Revenues $$$
Cost of Goods Sold $$$
Balance Sheet
Balance Sheet
Gross Profit $$$
Income Statement
Operating Expenses
Research & Development $$$
Sales & Marketing $$$
GeneralCash Flow
& Administrative $$$
Net Income (Loss) $$$
-- 2013 --
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18. Financial Statements Statement
Income
12/31/12 12/31/13
Revenues $$$
Cost of Goods Sold $$$
Balance Sheet
Balance Sheet
Gross Profit Margin $$$ %%%
Income Statement
Operating Expenses GAAP Natural Account
Salaries & Benefits
Research & Development $$$
Rent
Sales & Marketing $$$
GeneralCash Flow
Travel & Administrative $$$
& Entertainment
Net Income (Loss) $$$
-- 2013 --
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19. Financial Statements
12/31/12 12/31/13
Balance Sheet
Balance Sheet
Income Statement
Cash Flow
-- 2013 --
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20. Financial Statements
Cash Flow
12/31/12(Lots of Stuff) 12/31/13
Important Stuff:
Funds Received from Investors
Balance Sheet
Balance Sheet
Purchases of Fixed Assets
Income Statement
Cash Flow
-- 2013 --
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21. Financial Statements
12/31/12 12/31/13
Balance Sheet
Balance Sheet
Income Statement
Cash Flow
-- 2013 --
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23. Putting Together a Financial Model
When I Build a Financial Model:
• I use Microsoft Excel
• I start with a blank spreadsheet
– and go from there
• No templates
– No “how-to” books
“The Value is in the Journey,
not in the Destination”
- Tom Hoster, June 2012
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24. Elements of a Financial Model
• Assumptions • Revenues by Product Line
• Overall Summary • COGS/Margins
• Income Statement • Operating Expenses
• R&D
• Balance Sheet • Sales & Marketing
• G&A
• Cash Flow
• Financial Metrics
• Headcount
• Non-Financial Metrics
• Actuals to Date
• Investor ROI/Valuation/Cap
• Comparables Table
Projections should go out to an exit
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25. Basic Financial Model
Net
Revenues
Gross
Profit
Cost of Income
Goods Sold Statement
Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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26. What drives Revenues and Expenses?
What drives
Revenues? Net
Revenues
Gross
Profit
Cost of Income
What drives Goods Sold Statement
Expenses? Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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27. Revenue Drivers: One Possibility
Last Year’s
Revenues
Net
Revenues
Times Gross
Profit
150% Cost of Income
Goods Sold Statement
Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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28. Revenue Drivers: One Possibility
Size of
Market
Net
Growth in Revenues
Market
Gross
Profit
Company Cost of Income
Statement
Penetration Goods Sold
Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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29. Revenue Drivers: Another Possibility
Number of
Salespeople Net
Revenues
Revenue Ramp Gross
Profit
per Salesperson Cost of Income
Goods Sold Statement
Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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30. Revenue Drivers: Another Possibility
Landlords
Closed
Net
Buildings per Revenues
Landlord Gross
Profit
Cost of Income
Light Goods Sold Statement
Fixtures per Cash
Building Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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31. Revenue Drivers: Another Possibility
Average Size
of Deals
Net
Lead-to- Revenues
Close Ratio Gross
Profit
Spend-to- Cost of Income
Lead Ratio Goods Sold Statement
Cash
Marketing Flow
Spend Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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32. Modeling will Show the Linkages
Net
Revenues
Gross
Profit
Cost of Income
Goods Sold Statement
Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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34. Modeling will Provide Financial Metrics
Months to
Revenues per Revenues per
Breakeven
Salesperson Net Headcount
Revenues
Gross
EBITDA
Profit
Cost of Income
Marketing as a Goods Sold Statement
% of Revenues Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Cash
Expenditures
Headcount Expenses Required
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35. As Well As Non-Financial Metrics
Buildings per “Super Users”
Landlord
Net Subscriber Churn
Market Revenues
Share Gains Gross
Profit
Cost of Income
Lead-to- Goods Sold Statement
Close Ratio Cash
Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
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36. And … Sanity Checks
You’re going to pay
You’re going to generate leads
each Salesperson
Net at HOW much per lead?
HOW much? Revenues
Gross
Profit
Cost of Income
Each Salesperson Goods Sold Statement
is going to close Cash
HOW much? Flow
Operating Balance
Expenses Sheet
Depreciation Working
R&D Sales Marketing G&A Capital
Expenses Expenses Expenses Expenses
Capital
Expenditures
Headcount Expenses
HOW much space are
you going to rent?
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37. More on Metrics
What Metrics Should You Track?
• The Drivers!
– of Revenues and Expenses
Don’t be like the drunk at the lamppost …
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38. An Example of an Actual Financial Model
Services Rev.
Sample Company
( … they can get
Assumptions
Number of Enterprise New-
Enterprise Deal Services
Financial Model Logic Sales Reps Revenues
= Information is split into
the three geographies
Deals per
Enterprise
Sales Rep
New Enterprise
Deals Booked
Enterprise New-
Deal Subscription
Payment
Frequency Invoicing complicated …)
Revenues per Revenues
Enterprise Deal
Total Enterprise
Renewal/Churn
Subscription
Assumptions Enterprise Total Enterprise
Revenues
Existing-Deal Revenues
Subs. Revenues.
Existing
Enterprise Deals
Enterprise
Existing-Deal
Services Revs.
Total Partner Total
Spend/MQL MQL/SRL SRL/Opps Won/Lost Mid-Market New- Revenues Revenues
Ratio Ratio Ratio Ratio Deal Services
Revenues
Marketing MM Market MM Sales
Mid-Market New Mid-Market
Spend on Qualified Ready
Opportunities Deals Booked
Mid-Market Leads Leads Payment
Frequency Invoicing
Mid-Market New-
Deal Subscription
Revenues per Revenues Total Mid-Market
“Other” Mid-
Mid-Market Deal Revenues
Market Deals
Total Mid-Market
Renewal/Churn Subscription
Assumptions Mid-Market Revenues
Existing-Deal
Subs. Revenues.
Existing Mid-
Market Deals
Mid-Market
Existing-Deal
Services Revs.
Income
Statement
Deals per Services
Mid-Market Revs. per
Headcount Headcount
Enterprise Mid-Market Pre-Sales Customer
Marketing R&D Services G&A
Sales Sales Support Value
Headcount Headcount Headcount Headcount
Headcount Headcount Headcount Headcount
Recruiting
Enterprise Mid-Market Pre-Sales Customer
Marketing R&D Services G&A
Sales Sales Support Value
Spending Spending Spending Spending
Spending Spending Spending Spending
Total
Operating
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39. Model … et cetera
Model Plan
“What we “What we
could do” should do”
Budget Forecast
“What we “What we will
will do” actually do”
Model Plan Budget Forecast
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41. Venture Capitalists
Venture Capitalists are interested
in three things:
1. Their Returns
2. Their Returns
3. Their Returns
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42. Venture Capitalists
So your model should show maximum returns (if it can):
Bad Good
Huge Capital Required Modest
Long Time to Profitability Short
Elusive Revenue Drivers Predictable
Complex Expense Drivers Straightforward
High Risks/Uncertainty Low
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47. Financial Model:
• Critical to understanding your business model
– And showing that you do understand it!
• Provides a detailed roadmap of next several years
– Promotes operational discipline for execution
• Provides dozens of
– Financial Metrics
– Non-Financial Metrics
– Sanity Checks … for credibility
• Important to communicating the business model
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