4 Important Things to Remember When Building Your Pitch Deck

4 Important Things to Remember When Building Your Pitch Deck

Building your pitch deck can be a right pain, especially when there are a million different versions out there that you could copy. Before you dive into the mess, remember this; your pitch deck has a job to do. Don’t get in the way of it delivering the right message to your potential investors – stick to these 4 important tips when building your pitch deck.

1. Your first pitch deck is always going to be terrible

Well, perhaps not terrible, just really…mediocre in hindsight. But that’s a good thing. We always look back and groan, but nothing is ever designed to be static. What you’re currently doing right now is one step in a thousand steps to get your start-up off the ground. It shouldn’t be the finished polished best-ever pitch deck of your life. Instead, it’s got to be good enough to get the job done.

2. Don’t spend a fortune on designers

Don’t try to counteract your shoddy numbers and shortcomings by getting some clever creative to add a splash of colour and some transitions. Keep the look clean and easy to consume. Save your pennies and pounds and focus on making sure your numbers stand out above all.

3. Keep it short and sweet

Your pitch deck is not a 100-page word-dump of all your ideas. It’s your vision in a sentence and it’s the bottom line of your business; you’re here to secure funding because you’ve got an idea that’s going to work. Use your pitch deck to deliver the most important bits. Forget the frills.

4. Social proof it

The power of social proof is one that was harnessed by multiple mega corps in their early pitch decks. Show off that you’ve got an experienced CFO or product manager on your management team.

Struggling to get started? You can throw together the basics in as little as 20 minutes with Numberslides. Don’t put your pitch deck off.

EBITDA multiples for a private business: where to start?

EBITDA multiples for a private business: where to start?

Private company EBITDA multiples are more difficult to obtain because private firms don’t publicly disclose their financials. However, there are several ways to access or estimate EBITDA multiples for private companies. These multiples are essential for valuing private businesses for mergers, acquisitions, or investments.

 

Here’s where to look and what to consider when evaluating private company EBITDA multiples.

 

Private Company Databases

Databases that track private company valuations are one of the best sources for private company EBITDA multiples. These platforms gather data from venture capital, private equity, and M&A transactions. The most commonly used databases include:

  • PitchBook: Provides valuation multiples across industries for private companies, especially in high-growth sectors like tech and healthcare. Their data includes buyout multiples and fundraising rounds.
  • PrivCo: Focuses on private company financials, valuations, and EBITDA multiples, particularly for U.S.-based companies.
  • CB Insights: Tracks startups and private companies, focusing on funding, valuation trends, and key financials.
  • CapIQ (Capital IQ): Offers comprehensive data on private companies, including transaction multiples, funding, and financials.

Look for:

  • Industry-specific EBITDA multiples to compare similar businesses
  • Deal multiples from recent private equity or venture capital investments
  • Growth-stage multiples (early-stage vs. mature companies) to understand how valuations change with growth

 

M&A Transaction Databases

Mergers and acquisitions (M&A) data provides real-world multiples based on actual deal prices for private companies. These multiples reflect what buyers are willing to pay. Some of the key M&A databases that track private company transactions include:

  • Preqin: Focuses on private equity deals and tracks EBITDA multiples from buyouts and exits.
  • MergerMarket: Offers data on global M&A activity, including multiples for private companies.
  • S&P Capital IQ: Tracks M&A deals and includes private company transactions with detailed EBITDA multiples.

Look for:

  • Transaction-based EBITDA multiples which reflect what buyers paid for private companies in recent deals
  • Industry and deal size filters to narrow down to relevant transactions
  • Premiums paid for strategic acquisitions, which might inflate the multiple

 

Private Equity and Venture Capital Firms

Private equity (PE) and venture capital (VC) firms regularly value private companies as part of their investment process. While they don’t publicly release financial details for most transactions, some firms publish reports and insights that include valuation trends. Examples of firms that might provide relevant information include:

  • Blackstone: Publishes annual reports that sometimes include private market valuation trends.
  • Sequoia Capital: VC firms often provide insights into how they value high-growth startups and private companies.
  • KKR: Offers whitepapers and market insights that include trends in EBITDA multiples for the companies they invest in.

Look for:

  • Industry insights on EBITDA multiples for sectors like tech, healthcare, or manufacturing
  • Benchmark data on valuation practices for growth-stage companies
  • Valuation frameworks for buyouts, which can help estimate EBITDA multiples for private firms

 

Valuation Firms and Consultants

Valuation consulting firms specialize in valuing private companies for sale, mergers, or investment. These firms produce industry reports and valuation guides that often include private company EBITDA multiples. Some key firms include:

  • Duff & Phelps (now Kroll): Provides valuation insights across sectors, with specific focus on private companies.
  • Houlihan Lokey: Offers valuation services and reports that include EBITDA multiples for private businesses.
  • BDO: Publishes market valuation reports that include private company multiples across various industries.

Look for:

  • Private company valuation reports by sector or business size
  • Multiples for middle-market and small businesses which typically differ from large public companies
  • Valuation adjustments for illiquidity or business risks specific to private firms

 

Industry-Specific Reports

Many industries have typical EBITDA multiples that are widely used for valuation. Industry-specific reports can be particularly useful if you’re looking for multiples in sectors like manufacturing, tech, or retail. These reports are often published by consulting firms, industry associations, or market research companies, such as:

  • IBISWorld: Publishes reports with industry benchmarks, including EBITDA multiples for different sectors.
  • PwC: Provides sector-specific valuation reports, often used by M&A advisors or consultants.
  • Deloitte: Publishes industry-specific reports on M&A and private company valuations.

Look for:

  • Typical EBITDA multiples by industry to use as a baseline
  • Industry trends that may impact valuations, such as changes in technology or regulation
  • Multiples for businesses of different sizes (small businesses vs. mid-sized private firms)

 

Comparable Private Company Analysis (Comps)

Comparable company analysis (comps) is widely used to estimate the value of private companies by comparing them to similar businesses. To perform a comps analysis, you need to gather financial and operational data from companies that are similar in terms of industry, size, and geography. You can access data for private companies through:

  • PitchBook: Provides detailed comps data for private companies, including EBITDA multiples.
  • S&P Capital IQ: Offers comps analysis for private companies, combining data from public and private sectors.
  • Private databases (PrivCo, Preqin): Track financials and multiples for private companies.

Look for:

  • Companies with similar size and business models to ensure your comparison is valid
  • Multiples in your specific geographic region as they vary by market conditions and country
  • Adjustments for growth rates and risk when comparing companies across different stages of development

 

Direct Data from Business Brokers

If you’re involved in buying or selling a small to mid-sized private business, business brokers can provide useful insights on typical EBITDA multiples for private firms. Brokers handle many private transactions and have access to real-world pricing data. Firms like:

  • BizBuySell: Provides insights on the sale prices and EBITDA multiples for small businesses.
  • Business Valuation Resources (BVR): Tracks private company sales and publishes data on EBITDA multiples across industries.
  • Sunbelt Business Brokers: Offers reports on business transactions and valuation multiples for private companies.

Look for:

  • Transaction-based multiples from similar business sales
  • Private company multiples by sector (e.g., retail, services, manufacturing)
  • Size-based multiples (small vs. medium-sized businesses) as these can differ significantly

 

Owner Interviews and Surveys

For smaller private companies, direct interviews with business owners or surveys from industry associations can help you estimate typical EBITDA multiples. Many private business owners have an idea of what their company is worth based on industry norms or recent transactions they’ve heard about. Industry associations like:

  • National Federation of Independent Business (NFIB): Publishes reports and surveys with valuation insights for small businesses.
  • Trade associations in specific industries (e.g., construction, restaurants, tech) may also conduct surveys of members and provide data on valuation multiples.

Look for:

  • Industry-standard multiples based on the business owner’s experience or recent sales in the market
  • Regional trends that affect private company valuations
  • Data from industry-specific surveys that offer realistic benchmarks for small businesses

 

What to Look for in Private Company EBITDA Multiples

Private company EBITDA multiples vary more than public companies due to less transparency and greater differences in profitability, growth rates, and risk. When evaluating private company EBITDA multiples, keep these factors in mind:

  • Industry: Multiples differ significantly by sector. High-growth sectors like tech or healthcare often have higher multiples than low-growth industries like manufacturing or retail.
  • Company size: Smaller businesses typically have lower EBITDA multiples due to higher risk and less liquidity.
  • Profitability: A business with strong EBITDA margins will command a higher multiple than one with low profitability.
  • Growth potential: Fast-growing private companies, especially those backed by venture capital, tend to have higher multiples.
  • Geography: Private company multiples can vary widely by region. Companies in emerging markets might have lower multiples than those in more developed economies.
  • Ownership structure: Family-owned or founder-led companies may be valued differently than those backed by private equity.

 

Conclusion

Finding EBITDA multiples for private companies requires a mix of data sources, including private company databases, M&A transaction platforms, industry reports, and valuation firms. The key is to use a variety of data points and tailor your analysis to the company’s industry, size, and risk profile. Make sure to consider adjustments for growth rates, profitability, and market conditions when applying EBITDA multiples to value private companies.

Do you need to be an account to do financial modelling?

Do you need to be an account to do financial modelling?

We often hear from “I can’t build a financial forecast as I am not an accountant…”.  Well, to build a financial model, the level of accounting and Excel knowledge you need depends on several factors, but for most business operators and founders, a basic working knowledge of accounting and Excel is enough to get started and build a pretty robust forecast. The importance lies in understanding the purpose of the model, its users, and having a clear grasp of the business’s drivers. Financial modelling is a skill that develops over time, and the technical requirements often become easier as you gain more experience.

 

Let’s start by understanding the role of accounting in financial modelling.

Accounting provides the framework for financial statements—the income statement, balance sheet, and cash flow statement. These are the core components of any financial model. If you can read and understand these documents, you already have the foundation to build a model. The goal is not to become an accountant, but to have enough knowledge to represent the financial health of the business accurately.

As a minimum, you need to know how to categorise transactions into revenues, expenses, assets, liabilities, and equity. This means understanding how income and expenses affect profit, and how balance sheet items like cash and inventory move in relation to each other. More advanced accounting concepts—like deferred revenue, depreciation, or tax provisions—are important but can be learned as you grow more comfortable with modelling.

That said, you don’t need to master accounting. A deep understanding of accounting standards or the minutiae of tax regulations isn’t necessary unless your model is intended for technical accounting purposes, such as preparing a tax return or auditing a business.  For most financial models, your aim is to forecast future performance, track business metrics, or present a potential investment opportunity.  In these cases, understanding the key drivers of revenue, expenses, and cash flow is more important than knowing the technicalities of accounting.

The real focus should be on understanding the purpose and audience of the model.

The needs of a startup founder preparing a pitch for investors are different from those of a CFO creating a detailed budget. If you’re building a financial model to show profitability and growth potential, you’ll need to focus on revenue drivers, cost structure, and key performance indicators (KPIs) like customer acquisition costs or margins. On the other hand, if your model is for internal management, you’ll need to go deeper into operational details, cash flow, and working capital. What matters most is tailoring the model to its use, not necessarily having a deep understanding of every accounting principle.

When it comes to Excel, most people assume you need advanced skills to create a financial model. That’s not entirely true. You need to know how to use Excel efficiently, but you don’t need to be an Excel expert to start building models. Basic Excel skills like formulas, formatting, and referencing cells are enough for the majority of the work. Financial models rely heavily on simple but accurate formulas, good organisation, and logical structure. Mastery of complex Excel functions, like array formulas or macros, can enhance a model but is not a prerequisite. You can build strong, reliable models with fundamental Excel functions like SUM, IF, and VLOOKUP which give you the flexibility and ability to scale a model up.

What’s we think i more important than Excel mastery is the layout and structure of your model.

A good model is easy to follow, has clear assumptions, and allows for quick updates. You need to focus on presenting your data clearly, ensuring consistency, and making the model flexible. Using simple features like conditional formatting or data validation can help ensure your inputs are error-free. The real challenge is attention to detail, not Excel complexity.

As you gain more experience with financial modelling, your Excel skills will naturally improve. Over time, you’ll discover shortcuts, functions, and techniques that make your modelling faster and more efficient. You might eventually start using pivot tables, index-match formulas, or even basic macros, but this will come with practice. Early on, there’s no need to overwhelm yourself by thinking you need to know every Excel trick to build a solid financial model.

The common misconception is that you need to be either an accounting expert or an Excel wizard to succeed in financial modeling. But in reality, the more important skills are understanding the financial drivers of your business and the context of your model. The best financial models are not necessarily the most complex, but the ones that clearly communicate key financial information to the intended audience.

You don’t need an accounting degree to build a model that forecasts revenue, estimates costs, and projects cash flow. You need a practical understanding of how a business generates income and what expenses it incurs. As for Excel, it’s not about being able to build sophisticated formulas. Instead, it’s about making sure your model is clear, flexible, and easy to update.

Of course, the deeper your accounting and Excel knowledge, the more advanced your models can become. But these skills grow over time with experience. A basic working knowledge of accounting and Excel is sufficient for most business operators. The key is to start building models and learn as you go. Every model you create will improve your skills, whether it’s in organizing the financial information, understanding the financial impact of certain business decisions, or becoming more efficient in Excel.

In short, don’t get bogged down by the need for technical expertise. Focus on the purpose of your model, understand your audience, and keep refining your skills. You don’t need to be a financial expert to create valuable, functional financial models. What’s more important is your ability to translate business operations into numbers that can be forecasted and analysed. The technical skills will follow naturally as you gain more hands-on experience.

The Corkscrew Calculation

The Corkscrew Calculation

Corkscrew calculation is important in financial modelling because it tracks the opening balance, additions, deductions, and closing balance over time. This method is commonly used in debt and equity schedules to ensure accuracy in financial forecasts and to maintain clarity over the movement of balances between periods. The calculation ensures that balances roll forward correctly, which is essential for reliable financial projections. It allows for accurate tracking of changes in accounts, helping to forecast future cash flows and repayment schedules.

Corkscrew calculations help by providing a structured way to handle complex changes in debt or equity over time. They ensure that each period’s opening balance carries forward correctly from the previous period’s closing balance. This process allows for accurate interest calculations, as interest is typically calculated based on the opening balance or an average balance. By ensuring that inflows like new debt and outflows like repayments are properly recorded, the model provides a clear picture of the financial health of the company over time.

However, there are several things to watch out for. Incorrect opening balances will distort all future projections. Miscalculating interest, especially if it’s not based on the correct balance, can lead to errors in financial statements. Repayments or dividends that are not properly accounted for will inflate or understate closing balances, which can throw off subsequent calculations. Timing issues can also cause problems if inflows or outflows are recorded in the wrong period, leading to inaccurate forecasting.

In Excel, you can structure a corkscrew calculation using a simple layout with columns for the time period, opening balance, additions, subtractions, and closing balance. The first step is to input the opening balance for the first period. In each subsequent period, the opening balance will be equal to the previous period’s closing balance. Additions represent any new debt or equity, while subtractions account for repayments, dividends, or other outflows. Interest is calculated on the opening balance, using a formula like “=Opening Balance * Interest Rate”. The closing balance is the sum of the opening balance, additions, subtractions, and interest, ensuring a smooth roll-forward into the next period.

For example, if the opening debt balance in Year 1 is £0 but the company takes on a loan of £150,000 to be repaid over the next four years, then the Year 1 closing balance is the full loan which then reduces the subsequent years by £37,500 until the closing balance is zero.  Please note this assumes a straight line payment profile and does not take into account any interest which you would include (if applicable) elsewhere in the model. 

This structure ensures that all balances, payments, and interest are accurately projected, allowing for clear financial planning and decision-making.

 

Modeller nightmares – the balance sheet does note balance

Modeller nightmares – the balance sheet does note balance

If you are a seasoned modeller then you have been here, deadline approaching and you check the Balance Sheet and all balances, all is fine.  You make some edits for the next 10 mins, return to the Balance Sheet and all is out of whack with frustrations building.  A balance sheet imbalance in a financial model is a clear sign something has gone wrong. The balance sheet must balance: assets must equal liabilities and equity. When it doesn’t, it’s a major red flag that calls the integrity of the entire model into question.

Balance sheet imbalances come in different forms. Some are small and fixed across time periods, while others increase or decrease over time. From our experience, each type of imbalance points to a specific kind of error.

This post covers common causes of balance sheet imbalances and gives tips to fix them. Ensuring the balance sheet ties is critical to having a trustworthy model.

Common Causes of Balance Sheet Imbalances

  1. Mis-linked or Unlinked Cells – Financial models rely on cell references across various sheets. If a cell on your balance sheet isn’t linked correctly, it can cause an imbalance.  For example, if total assets are pulling from an incorrect sheet or wrong value, the balance won’t tie.
  2. Incorrect Retained Earnings Calculation – This could happen if net income isn’t being added to retained earnings correctly or if there’s a mistake in how dividends are subtracted.  Retained earnings accumulate net income year after year. If your income statement doesn’t flow correctly into your retained earnings section, the balance sheet won’t balance.
  3. Equity Adjustments or Opening Balance Errors – Manual changes to equity or opening balances often cause imbalances. If you’ve adjusted equity accounts or entered opening balances incorrectly, it can throw off the entire balance sheet.
  4. Debt or Interest Miscalculations – Debt and interest calculations impact both the liabilities (debt) and income statement (interest expense). If these aren’t calculated correctly, the mismatch can create balance issues.
  5. Circular References – Circular references, where cells depend on each other, can cause calculation errors that lead to balance sheet imbalances. These are common in models where interest on debt is calculated based on the ending balance.
  6. Depreciation and Amortisation Mistakes – Depreciation (for tangible assets) and amortisation (for intangible assets) reduce asset values. If the formulas or references for these aren’t correct, the balance sheet may fail to tie over time.

How to Identify Fixed vs. Variable Imbalances

 

When a balance sheet doesn’t balance, you’ll often notice two main types of errors: fixed imbalances and variable imbalances.

  • Fixed Imbalances (Same Difference Each Period)
  • Symptoms: The balance sheet shows a constant difference between assets and liabilities + equity across all periods.
  • What It Means: A fixed imbalance usually means there’s a one-time miscalculation or missing line item in the model. A common cause is an unlinked value or incorrect starting balance that repeats across time periods.
  • Example: Suppose you forgot to link net income to retained earnings. This would cause a fixed difference that repeats across every period in your model.

Variable Imbalances (Growing or Shrinking Over Time)

  • Symptoms: The imbalance changes over time, either growing or shrinking from one period to the next.
  • What It Means: Variable imbalances usually mean there’s an issue in how certain items (like debt, depreciation, or working capital) are calculated over time. It’s a sign that the error is compounding.
  • Example: If you miscalculate interest payments, the imbalance might increase over time, as the incorrect debt balance rolls forward with each period.

Steps to Fix a Balance Sheet Imbalance

  • Check Opening Balances – Start by confirming that your opening balances are correct. If your starting numbers are off, everything that follows will also be off.
  • Verify Retained Earnings and Net Income – Ensure dividends are deducted properly.  Check if the income statement is flowing correctly into retained earnings. Look for any formulas that are missing or incorrectly pulling from the income statement
  • Review Equity Entries – If you’ve made manual adjustments to equity, check that they’re reflected properly. Also, ensure any external equity transactions (e.g., capital raises, buybacks) are modeled correctly.
  • Recheck Debt and Interest Calculations – Confirm that debt schedules are accurate and that interest expenses are calculated based on the right ending debt balance. Errors in debt schedules often cause growing imbalances.
  • Review Depreciation and Amortization – Verify that depreciation and amortization flow correctly from the fixed asset schedule into the balance sheet. Ensure that formulas are consistent across all time periods
  • Trace Changes in Working Capital – Working capital changes (inventory, accounts receivable, accounts payable) affect both the balance sheet and cash flow statement. Check if working capital movements are modeled consistently
  • Check for Circular References – If your model has circular references, turn off iterative calculations temporarily and try to trace the issue manually. Circular references can create unpredictable changes and imbalances over time.
  • Use Diagnostic Tools – Many financial modelling tools and Excel add-ins offer diagnostic checks for balance sheet errors. Use these to automatically scan for inconsistencies.

Tips to Avoid Future Imbalances

  • Use Error-Checking Functions: Leverage Excel’s built-in functions like SUM, IFERROR, and ISBLANK to highlight potential issues in real-time.
  • Regularly Check the Balance Sheet: Don’t wait until the end to check the balance sheet. Periodically verify that it balances as you build out your model
  • Build a Control Account: Use a “plug” account that automatically captures any discrepancies between total assets and total liabilities + equity. This won’t fix the issue, but it helps you identify when and where the problem started.
  • Double-Check Links and Formulas: Pay extra attention to linking cells across the balance sheet, income statement, and cash flow statement. Ensure formulas are consistent and pulling from the right source.
  • Keep the Model Simple: Avoid overcomplicating the model. More complex models introduce more chances for error. Stick to simple, clear calculations whenever possible.

 

A balanced balance sheet is a fundamental check for the accuracy and integrity of your financial model. An imbalance, whether fixed or variable, is a clear indication that something is wrong. By following the steps above, you can identify and fix the issue, restoring confidence in your model. Regularly checking for imbalances as you build your model will prevent major errors down the line.

 

Debunking our top 5 forecasting myths

Debunking our top 5 forecasting myths

Having worked with countless founders, developers and investors on building financial forecasts, I have encountered a few themes around (what I see as) misconceptions. Forecasting is seen as a dark art and this has been down, in part, to some common myths that we have encountered when we speak to business owners and founders. Below is my top 5 myths that we hear from our customers.

 

Myth #1 – You need to be an accountant 

Some financial knowledge is helpful and will enable you to interpret your financial forecasts quicker but accountants do not always make good financial modellers.  Much of financial modelling is in the structuring and design of the forecasts to make them clear, consistent and able to drive decisions making.  I know great financial modellers who have no background at all in finance but have learnt from building models. So on to Excel – we love Excel, it is the incumbent software and is a very powerful tool – no doubt, having some foundation in it will assist you to build the formula needed for a dynamic model but we will show you that even the most basic o Excel skills can build a model.  There are also means outside of Excel to build you financial model, in fact this is where we can shameless plug numberslides, our forecasting platform that we have built to enable users to build bullet proof financial models with no spreadsheets whatsoever! We have created numberslides to demystify financial forecasts.

 

Myth #2 – You need historical data and lots of it 

Historic data is one way to build the foundations of you model.  If you have the data available then this is your starting point and it should form the basis of your forward looking projections but if you do not have any historic data or enough to see any trends then you can still build a robust financial model.  In this case, you work from the bottom up, looking at the core drivers and building scenarios that allow you to flex and test business cases until you land on a scenario that you are comfortable with and is deliverable.

 

Myth #3 – It’s all finger in the air 

To a certain extent this is true but the finger in the air is supported by well thought out assumptions and business logic. We do not know what will happen next year, let alone in 5 years’ time but we are showing scenarios of what may happen and providing this backed by sound logic and is achievable then this goes a long way. We see it like your old maths exams when you were given marks for showing your workings. This also brings up accuracy and how accurate your forecasts need to be…

Yes, your model has to be accurate or at least have sound basis that backs your assumptions but no, you do not need to be as accurate as possible as how can you be? We are building forecasts that your audience need to buy into – now expectations may be different between an infrastructure investor and a business angel but the forecast is another tool to sell your vision.

 

Myth #4 – The more complex the better 

This is not true – we want your audience to be able to make a decision based on your forecasts. This means that they need to understand it and in some cases test your inputs. We see it as a balance that fits around what your audience want to see. You want you forecasts to give confidence you have a handle on your numbers not that you are an Excel wizard. So something scribbled on a paper napkin is probably not detailed enough but endless spreadsheets linking to spreadsheets with rows and rows of inputs (but in some complicated business models that may be needed) is going to delay decisions being made.

 

Myth #5 – Once you have your forecast, you’re done 

This is a big no no – like any good business plan, your forecasts need to be reviewed on a regular basis. Things change, business pivot – this could be market pricing, government policy or you lose your first mover advantage – things outside your control will mean you need to review your inputs and make sure they still reflect your situation. Also, if you are fundraising, a key aspect of this journey is investor feedback from the one’s who passed – constructive feedback may lead you to change your business model, pricing or cost base – so keeping your forecasts fresh and up to date will set you up for success.

How Numberslides Estimates Your Business Valuation

How Numberslides Estimates Your Business Valuation

What Are Business Valuations?

A business valuation is a method that enables someone to determine the economic power or value of a business, a limb of a business, or a group of businesses. When undergoing a valuation, we are looking for a reasonably fair value that is a baseline value of your business. This helps make better decisions and set more informed goals. You’ll need to know the value of your organisation when you’re selling your business, trying to get finance to back your business, or arranging tax payments. You’ll even need to know this information if the business owner is implicated in matters of family law, such as divorce proceedings.

How Do You Work Out a Business Valuation?

Figuring out a business’s valuation is not an exact science. There are steps you can take to make a strict, accurate, and fair valuation which you can rely on with some confidence when talking to investors, potential buyers, or a court judge. Generally, there are a few basic rules to remember, and which we apply, when helping you work out your business valuations.

Whenever the business is up for sale, the buyer will always use a method of valuation that demonstrations that your organisation has a lower value than you may think, whilst as the seller, you will likely find a valuation method that demonstrates the value of your company is higher.

Which Method Does Numberslides Use to Value Your Business?

There are all kinds of ways to value a business. You can use discounted cash flows, multiples of EBITDA, perpetual growth, or Scorecard methodology. At Numberslides, we use the perpetual growth methodology. We aim to derive a Terminal Value of your business.

How to Calculate Terminal Value with Perpetual Growth Business Valuation

To calculate Terminal Value, we must start by calculating the Free Cash Flows to the business. These Free Cash Flows (known shorthand as FCF) are the cash flows that are left over after the business has paid off all its costs, expenses, and investments. Investments describe money spent to keep the business performing at its current level of operation.

Free Cash Flows are also known as ‘Unlevered Cash Flows’ because we are talking about cash flows that do not take into account any sort of debt finance (which means we are using someone else’s cash outside of the business’s own).

The perpetuity growth model assumes that cash flows grow at a constant rate continuously and infinitely.

The Terminal Value (TV) is today’s value or the present value of all future cash flows. We work this out with the assumption of perpetual stable growth. This is the basis for your business valuation.

The formula for working out Terminal Value and Perpetual Growth is:

Terminal Value = Unlevered FCF in the terminal (exit) / (discount rate – long term Growth Rate)

The Terminal Value that we produce using this formula includes the value of all future cash flows, even when they are not considered in a particular forecast period. This enables us to capture certain values that can be difficult to predict.

Which Perpetual Growth Rate Should You Choose?

When working out your perpetual growth rate, note that this rate is almost always equivalent to the inflation rate, and less than the economy’s growth rate. In acknowledging this, we must also acknowledge that this type of business valuation does have its limitations. As it is difficult to predict an accurate growth rate, we always choose the more cautious approach.

How Can I Increase the Valuation of My Business?

So, you’re numbers have come out pretty rubbish. Perhaps you’ve been a little over cautious. There are two things you can do to shake up your predictions.

  1. Switch up the cash flow; more specifically, look at the way your company currently generates cash flow; is there any way that you can improve that ability? Can you perhaps increase revenues or reduce some of your expenses?
  2. Reduce the company’s risk; any reduction of risk lowers the business’s cost of capital and will therefore increase value.

If you make these changes and still don’t see a significant improvement in the numbers then it may not be enhancing value.

Is there a particular valuation model you’d like us to use? Contact us using the chat bot on your screen and let us know!

What Is Operating Profit?

What Is Operating Profit?

Defining Operating Profit (aka EBITDA) 💰

EBITDA stands for Earnings Before Interest Taxation Depreciation & Appreciation.

This can also be calculated by:

Revenue – (Direct + Indirect Costs) = EBITDA

In other words we are asking “what did you sell” minus “how much it cost you to supply your goods/services” plus how much it costs to run your business”.

This shows how profitable your operations are including all your core expenses. As profitability is a key determinant of long-term survival, this is an important KPI. The operating profit margin is normally the first port of call for any investor as it shows how well the business is covering your costs. If you can reduce your costs while keeping your revenue constant, the margin will increase.

Read more about direct costs here and read more about profit margins here.

What Does EBITDA Really Mean?

Operating profit is also known as EBITDA. This is where the profit and loss (P&L) makes the necessary accounting adjustments (and some “paper” i.e. not actual cash adjustments) to get to the Net Profit (the bottom of the funnel, often referred to as the bottom line).

Let’s look at each word that makes up “EBITDA” one at a time:

  • Earnings
  • Before
  • Interest: when you take a loan out, you normally pay interest at an agreed % rate
  • Taxation: if you turn a profit you will pay corporation and other taxes. The rates are dependent on where you are
  • Depreciation: when you buy a physical asset (e.g. a car), its value goes down as it gets used and the reduction in value is recorded
  • Amortisation: when you invest in a non-physical asset (e.g. patent) it will lose it’s value over time and the reduction in value is recorded

And now let’s work down to Net Profit:

From EBITDA, we take off Depreciation and Amortisation which gives us:

EBIT (Earnings Before Interest and Taxation)

Next we remove the Interest to get:

EBT (Earning before—you’ve guessed it!—Taxation)

Once we remove the taxation, we get to:

Net Profit and that’s it: the Bottom Line.

What Does This Mean In Practical Terms?

Now that you’ve seen EBITDA explained, how does it apply to your business? 

Lucky for you, Numberslides will take you through everything you need to build your revenue and cost forecast and build your very own profit and loss (P&L) statement. With this you can make all sorts of assessments of your business and by comparing P&Ls to previous ones, you can begin to set targets and spot opportunities and challenges. To determine how healthy your P&L is, you should benchmark yourself against the competitors in your market. Numberslides does this for you by comparing your P&L to thousands of companies in similar sectors. It’s important that you understand Operating Profit and EBITDA, but it’s even more important that you apply it at the right time, to truly understand your numbers.

What Is Gross Profit?

What Is Gross Profit?

Ever heard the phrase ‘gross profit’ or ‘the % gross profit margin’ used and not been too sure what it all means? Here we run through the definitions of Revenue, Direct Costs and finally Gross Profit to help explain it all.

What Is Revenue? 💵

Revenue is also known as Turnover, Income, Sales or the Top Line.

This is all the sales that you made in the defined period (could be weekly, monthly, or annually, for example). It doesn’t matter whether this revenue comes from selling products, subscriptions, or services, the sales for that defined time period are recorded as revenue.

What Are Direct Costs? 💸

Direct costs are also known as Cost of Goods Sold (COGs), variable costs, and gross costs.

The costs associated with generating the revenue in the time period. These costs are often thought of as concrete but in fact they often fluctuate with revenue. For example, costs could include:

  • the cost of making or buying in a product
  • the cost of direct labour involved in delivering a service
  • costs that will generally fluctuate with revenue, for example: payment processing

What Is Gross Profit? 📈

This is an indicator of your business’s ability (by your revenue) to cover the costs of providing your customers with your goods or services. Another way to look at this, at a unit level, is the margin between your price and direct costs.

The higher the Gross Profit Margin the more efficient the production process of the business. If a company can increase the price for goods or services without having to increase the direct costs, the gross margin will increase.

How to Work Out the Gross Profit Margin 🧮

You can work out your gross profit by using the following simple formula:

Revenue – Direct Costs = Gross Profit

So, if your revenue during 30 days is £60,000 and your costs for those same 30 days is £42,000, your gross profit will be:

£60,000 – £42,000 = £18,000

To work out the gross profit margin for that same period, you can use a financial ratio:

(Gross Profit / Revenue) x 100 = The % Gross Profit Margin

(£18,000 / £60,000) x 100 = 30%

You can find benchmark average profit margins for different sectors online and these will vary over the years and between sector. For example in 2018, women’s clothing had an average gross margin of 46.5%, whereas supermarkets and grocery stores had an average gross margin of 28.8%.

Read more

If you’d like to read more about this, check out the following articles:

 

What Makes up a Profit and Loss Account?

What Makes up a Profit and Loss Account?

As always, we share accounting knowledge in a practical way and not focussing on academic accounting theories. If you’re looking for more academic perspectives on these topics, we suggest checking out far more detailed resources on the web 🌐.

What Is a Profit and Loss Account?

The Profit and Loss account (P&L), or the Income Statement to our friends from across the pond, is one of three core financial statements that provide vital information on the health and potential of a business. The P&L indicates the profit (or loss) from business transactions over a time period.

They summarise the financial activity reading from the top-down like a funnel, we start with revenue at the top and the profit at the bottom. There are three sections of a P&L:

  1. revenues (income);
  2. expenditures (both indirect and indirect costs—more is coming on that later);
  3. and the difference between the two

The difference between revenues and expenditures gives you your company profit, and a key measure of the value that is created to the Shareholders.

Read more:

The Best Business Planning Software for Your Startup

The Best Business Planning Software for Your Startup

Business planning software is all the rage these days, with smart features, cloud access, and a series of tools to mix your financials in with your plans. But for start-ups, building the best business plan starts with the basic numbers of your business.

What Is A Business Plan?

Business plans are documents that tell an ongoing story about your business. They are often ‘living documents’ meaning they are dynamic and responsive to changing marketing conditions and your business’s needs. Business plans help owners and founders have direction and set goals. They also help investors understand if the business is going to make money and is therefore worth their time and investment.

Find Business Planning Software that Is Founder-friendly and Investor-friendly

If you’re looking for the best business planning software for your start-up, make sure you find something that really fits your needs. Start simple, by inputting numbers for your business to help build your forecasts. You don’t need long tutorials or to be an expert in fancy jargon. Make sure that you understand each element of the financial forecasts you’re building and why they are important.

Lengthy plans consisting of pages and pages of hopes, dreams, and a few business assumptions are no longer appropriate for investors. Instead, find a business planning software that will radically transform your ideas into actionable steps, making it easy for you to follow your strategy, and for investors to see where you’re headed.

Top 5 Best Business Planning Software

1. LivePlan

Pros: This program is probably the most well known of all business planning software. LivePlan is super customizable, integrates with Xero and Quickbooks, and offers financial services too that calculate your financial outcomes for the next five years. You can build a step-by-step plan using templates that are built to reach specific goals.

Cons: Rigid templates mean you are forced to shoe-horn your business into a template that might not be appropriate for your start-up. Also, sometimes too much detail can ruin your business plan

Costs: Free trial available and then either monthly or annual subscription. 

2. GoSmallBiz.com

Pros: A cross-over between a self-onboarding platform and a consultation service, GoSmallBiz offers multiple tools from website design through to legal support. Business plan reports are customizable and there is also a business mentoring service available too with help from real CEOs. There’s online calendar management to schedule appointments and events and you can generate financial projections and statements for your business.

Cons: Whilst there are hundreds of sample business plans available, you may be forcing your business to fit a template, rather than finding a template to enhance your business. You cannot export your data and many users are so familiar with Google or Microsoft Calendars that GoSmallBiz’s calendar functionality can seem a little obsolete.

Costs: A cancel-anytime monthly subscription is available. 

3. BizPlan

Pros: Another good contender that’s really user-friendly is BizPlan. Like LivePlan, you can sync your data with accounting software. Use drag-and-drop industry-specific templates to build in-depth presentations with really nice graphics. Share your financial plans with investors online in just a click of a button or use the real-time collaboration features to work on your plan with your team. 

Cons: PDFs can be fiddly to export and the platform isn’t responsive so you may have difficulty accessing it on mobile devices. You may also need to have a certain degree of knowledge regarding all the financials to get the most out of this program.

Costs: Monthly or annual subscription or a single lifetime payment.

4. PlanGuru

Pros: PlanGuru is stuffed full of excellent features, grounded in financial forecasting software with rolling forecasts and strategic planning. Learn everything you need from PlanGuru University and build flexible budgets to suit your start-up of any size. For established businesses, you can import historical data to help build some of your financial forecasts. Get stuck? Use their services (charged by the hour) to help bring expertise to your models and business plans.

Cons: You might get a bit lost with the snazzy features of PlanGuru, depending on your own financial forecasting knowledge levels. You may need to invest time using their learning tools to get the most out of your business plan.

Costs: PlanGuru is at the more expensive end of the spectrum with monthly subscriptions available.

5. Numberslides

Pros: Whilst Numberslides is not strictly a business planning software, the platform offers the fundamentals of all that business planning really is. It helps you answer the questions; is your business viable and what does your cash flow look like? The features of the online platform include building financial forecasts and using live market sensitivity analysis on your predicted financial outcomes. You can also create a bespoke set of financial documents that help you build your best ever business plan. By simplifying the steps for inputting all your numbers, Numberslides helps you optimize your business plan. You don’t need to be an expert in accounting, economics, or business strategy. There are no templates to force your business into, and you can give anyone (business partners and investors) access to toggle your numbers.

Cons: This is financial forecasting software with limited business planning software. If you need software to help you build your business plan (including strategies and actions, your competitive edge, products and services, marketing strategy), you may be better off with software that focuses mostly on business planning.

Costs: Multiple plans, billed monthly or annually.

Getting the Most Out of Business Planning Software

It might seem tempting to sign up to business plan platforms and start plugging your numbers and goals into the website, but be warned, sometimes the sense of busyness we get from this is actually a trap. Before choosing a software, you need to ask yourself what you want out of the software in the short-term and the long-term.

Short-term goals might be:

  • Understanding if your ‘back-of-a-napkin’ business plan is viable
  • Collecting all your ideas for this business down on paper to check each potential ‘limb’ of the business

Long-term goals will look a little different:

  • Understanding your business’s viability over the next 5 years
  • Accurately forecasting your business’s cash flow for the next 2-5 years
  • Predicting your business’s growth over the next 5 years to help secure investors

Find the Right Business Planning Software for Your Business

So, there you have it, five good options to consider for your business. Remember that before you start thinking about your marketing strategy or what your team will look like, at the very heart of every business are the numbers. If you don’t get those right, you’ll be struggling with an uphill battle every step of the way. Frequently, we sign-up to software without understanding what we want from it and without realising the true potential of the software either. Pick a software that will allow your business plan to speak to your financial forecasts, and you’ll be able to build your business with confidence in your numbers and your goals.

How to Combat Stress as a Founder

How to Combat Stress as a Founder

When we think of start-ups we don’t often think or talk about the stress and anxiety that comes with being a founder. There’s a never-ending list of relatable feelings, situations, and events that can and do happen in the start-up world. Here’s an overview of some of the challenges of being a founder, with tips on how to combat stress and help you find a path towards better mental health.

As a Founder, Any Situation Can Get Stressful

Entrepreneurs can experience high levels of stress and anxiety when their start-up isn’t doing well and when it is doing well. Sounds ridiculous? It actually makes sense.

Start-ups frequently hit problems like running out of money, failing to deliver to a client or not making as much money as hoped. On the other hand, start-ups that are doing absolutely fine can also be extremely stressful environments to work in. There’s a huge pressure to continue growth momentum, hire the right people, secure more rounds of funding and make your business actually work.

Anti-stress tip: stress causes us to physically tense up all the time. As you read this, unclench your jaw and relax your mouth. Unfurrow your brows and wiggle your nose. We spend so long in physically tense states that it’s important to check in and give yourself two minutes to relax. This is the first step to managing stress, especially if you can’t peel yourself away from your computer.

1. Founders Are More Likely to Have Mental Health Conditions and Developmental Disorders 🧠

You may have experienced working with a founder and perhaps thought they were brilliant, wacky, intelligent or eccentric. The reality is that, as well as all their good traits, many founders have mental health conditions and developmental disorders. Issues such as depression, anxiety, bipolar disorder, and ADHD present daily challenges for founders. One study found that entrepreneurs are 50% more likely to have one or more of these conditions. These developmental and mental issues make founders far more vulnerable to substance abuse, suicidal thoughts, self-harm, and impulsive damaging behaviours. 

Anti-stress tip: take your mental health seriously. No one is born to handle intense pressures that come with running a start-up. Learning coping mechanisms takes time and is a skill you must work on. Talk to your friends, partners, and family members, even if you don’t feel like you need the support.

2. Founders Are Likely to Encounter Isolation 🪑

Loneliness is a silent killer in many countries and studies show that ‘chronic loneliness’ affects millions of people. Founders are affected by loneliness too. Unplanned and unwanted Isolation is hellish and for those who’ve never experienced it. 2020 has been the year in which millions of people have been plunged into loneliness. We can experience horrible feelings of being left out or always being busy with an endless list of tasks. We can feel disconnected or too depressed to be worth talking to. These are experiences that we can often relate to. It’s common for founders to encounter these feelings at some point in their start-up career.

Start-ups always require so many things to be done to make them work. As a founder, you probably have lists that are never-ending and cause you to regularly miss out on social events with loved ones. When the pressure increases, you respond by doubling your workload. It’s—oddly—the natural response to how we handle most emergencies. However, by making ourselves horrendously busy, we ignore our basic needs of rest and social connection.

Anti-stress tip: take time out and reconnect. Other founders can especially relate to how you’re feeling so dive into Reddit or Google and look for communities that speak to you. Talking to a friend can help boost serotonin, the chemical that research shows helps motivate people to perform better. So, take your mind off your business, and give your brain a break from running over-time all the time. 

3. Founders Can Lose Their Identity Within Their Company 🕳️

For some founders, being so close to their start-up can result in them becoming the company. Ever happened to you before with a school or work project? It can be good in that you can pour your heart and soul into your tasks. However, the flip side is that you can start to take any event or outcome within your business really personally. You lose sight of your team, you lose sight of external factors that affect your business, and you become personally bound to the company’s success and failures. This is an emotional rollercoaster that you have to get off.

Anti-stress tip: cultivate emotional intelligence. There are plenty of books on the topic and you can build up your sense of self independently from your company, without losing your passion for your project. Also, make sure you have other things happening in your life that you enjoy. Give yourself time to be with family. Pursue one or two other hobbies or responsibilities that gives you time away from your start-up. These are important steps you can take to grow your self-esteem an identity independently from your start-up.

4. Founders Can Suffer from Acute Financial Stress 💳

Launching a start-up involves risk, comes with highs and lows, and often requires an endless volume of cash. Founders are the first to go without a pay check or sell or re-mortgage their homes. Founders are also much more likely to take on additional work to save costs. They are often also mentally prepared to land in financial ruin at any given moment.

Anti-stress tip: learning how to use your excitement to stimulate you to build your business is key. Long-term low-levels of stress (chronic stress) and short bursts of high-stress (acute stress) are scientifically proven to damage your health. You need to aim for ‘eustress’—the feeling you get when you’re really excited. This is a positive stressor, driving you to achieve your goals in a healthy way.

5. Founders Can Suffer from Imposter Syndrome 👨‍⚖️

The crippling fear that one day you’ll be exposed as a fraud can be absolutely terrifying. Jacinda Ardern recently admitted that she suffers from Imposter Syndrome and it’s thought that 70% of the US population suffers from it too. Regardless of the evidence that you’re capable of delivering excellent results, as a founder it’s easy to think your entire start-up is a hoax. The fear that it’s only a matter of days before the gig is up often is very real and impacts negatively on your performance and decision-making. 

Anti-stress tip: it’s really important to accept that Imposter Syndrome is real. Support yourself (and others) by verbalising the achievements you have accomplished. Get help if your Imposter Syndrome is causing you to flounder or become depressed. Above all, don’t believe the voice in your head telling you “it’s all going wrong”.

6. Founders Are More Vulnerable to Burnout 🔥

Once a badge of honour, now a sign of overworking and physical, emotional and mental exhaustion; many founders have experienced or come close to burnout. Overloading yourself with work, burning the candle at both ends and trying to fit more hours into your day all result in burnout. The never-ending days and your never-resting mind will actually decrease your productivity in the long run and make you unwell too. People turn to stimulants, legal and illegal, to keep them going, resulting in addictive behaviours, low levels of sleep, and a more emotionally reactive style of leadership. Eventually, you crash and can’t get up for weeks because of it.

Anti-stress tip: break the mentality that burnout is something to aim for. Instead, go for a balanced approach with smart working hours and lots of time to rest and recuperate. Our best ideas tend to occur outside of work. Also, the time you invest in avoiding burnout will almost certainly be half of the time you’ll take to recover, should you hit the wall.

7. Founders Can Suffer From Anxiety Disorders 💭

Start-ups are by nature incredibly inconsistent. Nothing is ever certain, from your next pay check, to what your company will look like in the next few months. It’s the perfect breeding ground for new or underlying anxiety disorders to emerge. Anxiety can greatly impact a founder’s ability to perform basic tasks and function normally; the constant worry, the overthinking, and the overwhelming uneasiness consumes a lot of time and energy.

Anti-stress tip: build healthy behaviours by taking your anxiety seriously and giving yourself the support you need. Exercise, relaxation, and meditation help release endorphins, focus the mind, and build healthier habits to reduce anxiety.

As a Founder, You Are Not Alone 

A quick Google will give you a handful of helpful resources. From support for anxiety to Reddit threads with tips on how to recognise and avoid burnout, there are practical steps you can take to protect your health. In a nutshell, connect with your friends and family, give yourself time to rest, and seek help where you need it. Meditation and exercise can help you find balance and quiet in busy months of start-ups. Above all, remember that you are not alone. Call your friend, take a break, and prioritise your mental health. Your business will thank you for it.

11 Biggest Forecasting Mistakes People Make

11 Biggest Forecasting Mistakes People Make

Here is our rundown of the 11 biggest forecasting mistakes people make when working on their financial projections.

1. Treating Forecasts As If They Are Static ⚠️

Forecasts are dynamic! We’ll say it louder for the people in the back; forecasts are dynamic! So many founders we have worked with think that their forecasts are a line in the sand. Once it’s finished, they head off to raise finance with it, but this is where they go oh-so-wrong. The market is not static, your business is not static, so why should your forecasts be static? Make sure when you build your forecasts that you’re prepared for them to change. If you’re worried about constantly adjusting your numbers, try online financial forecasting software like Numberslides. We make toggling numbers really easy.

2. Treating Business Plans As If They Are Static 🛑

If you take a business plan and assume nothing will change, you set yourself up for all kinds of problems down the line. Suppliers’ prices change, your customers will give you feedback, and the market will shrink or grow. Your business plan must be prepared to adapt to these changes. Your financial projections must work hand-in-hand with your business strategy. Don’t make the mistake of creating rigid business plans and inflexible budgets; the world is always moving, so be prepared to go with the flow.

3. Confusing Profit and Loss Statements with Cash Flow Forecasts 💸

We’ve written about the difference between cash flow forecasts and financial forecasts because this is something that regularly get people confused. This is one of the biggest forecasting mistakes founders regularly make. It’s really important that you’re able to understand the difference. Cash flow forecasts track money coming in and out of your business. Financial forecasts typically refer to a 3-part collection of documents; the cash flow forecast, the company’s income statement, and the balance sheet. Confusing cash flow forecasts with financial statements often results in founders failing to understand what a great tool cash flow forecasts can be.

4. Focusing on Profits and Ignoring Cash Flow 🧮

Many founders fail to extrapolate their numbers past expected profits. As a result, the cash flow forecasts are overlooked, and these are a fundamental tool to understanding your financial status. When you take the time to map out your cash flow projections for the foreseeable future, you will be able to identify and plan for periods of cash shortages. Most businesses will encounter them in some form or another and its vital you’re prepared to handle them when they hit. Cash flow is vital to your business. For example, you can use your cash flow projections to identify months where your growth may be forced to pause as you cover your basic costs.

Investors value cash flow forecasts (we’ve explored the 8 actions you need to take to secure an investor here) and as a business owner, you will too.

5. Creating Generic Forecasts for All Audiences 📢

Your financial forecasts need to deliver different levels of detail to each member of your audience. As the business owner, you should be able to understand it all; what cash is coming and going, where your profits are coming from, how much of your product you plan on selling…the list goes on. 

Your forecasts mean different things to different people. For clients, your forecasts are all about profits. If they’re taking a chance on you and trusting that you will provide a certain service or product, they want to make sure you’re set to make profits enough to fulfil your obligations to them. For investors, their interests lie in your cash flow as well as your profits. They will need a much more granular insight into your business.

Make sure your build forecasts that are appropriate for each audience.

6. Providing Far Too Much Detail 📚

Following on from the previous point, try to find the sweet spot of the right amount of information. A finger in the air or a memo with a few scrawled numbers lack statistics to support your claims and is far too high-level. Conversely, noting expenditure down the last paper clip (believe us, we’ve seen it), may be useful to you, but actually is overkill for most investors. Going too deep into your numbers is one of the biggest forecasting mistakes you can make.

If you’re unsure about how much detail you should include, try Numberslides to see the different data we ask for when populating your financial forecasts. The numbers that you are required to fill in are a good indicator of the sort of detail you must provide.

7. Omitting Market Data 📡

Your business plan and financial forecasts may look excellent on paper, but dropping it into the thick of the market may put all your projections out of place. Make sure you get all the data you need when building your financial market. This starts with Google research and should lead you to discover people who are actually operating in the market. Talk to them. Ask for help. Many founders adopt an attitude of self-reliance, which can only get you so far. Watching founders do things in silos is painful, especially when market context then invalidates a lot of what they’ve projected.

Use Numberslides to make critical assumptions on the market and how your business will perform within it.

8. Not Knowing How Much Funding They Want 💵

You’ve drawn up your business plan, you’ve worked out your financial projections, and even done your cash flow forecasts. The next thing to figure out is, how much money do you want? Asking an investor for £200k “as an investment in your business” isn’t enough to bag the cash. You’ve got to work out where you need cash, and how much you expect you’ll need. Look at your revenue and costs, take into account your cash flow, and come up with a number that’s specific to your needs.

9. Relying on Advisors 🦜

Founders and business owners often approach advisors for help with their financial projections. Whilst financial advisors can be extremely helpful, their input is often short-lived. After a thorough investigation into your numbers, they deliver a single model for your business. As good as this may look, without the context of the market and the flexibility to move with the market, these financial projections have their limitations.

As soon as founders take this set model to a bank to enquire after a loan, or to the investor community to enquire after funding, they risk losing credibility. Why? Because financial advisors build (excellent) models for unique purposes, such as applying for a loan. Financial models that don’t answer questions that audiences are asking, will make most founders look underprepared and a bit clueless.

Regardless of how good the advisor may be, or how effective the Excel template or financial model, the results are often not a bespoke and flexible collection of forecasts. 

10. Falling Into the Black Hole That Is Excel 🕳️

Whilst we love Excel (we’re accountants and lawyers by trade, so we really mean it when we say it), we also are aware that it can present challenges. 

Excel is a software program. It is designed to be used for data management and manipulation. Excel allows users to understand trends, costs, volumes, and all kinds of statistics and outcomes. Yet most people just see Excel as a place to dump some static numbers.

Excel is not a fancy word document. Far from it. We’ve frequently seen ‘models’ created by start-up and business owners, which equate to nothing more than a list of numbers in a column. 

Investors expect spreadsheets that are functional and that speak when spoken to. They will often query the numbers and want to edit inputs, like predicted revenue, or costs; perhaps the services or suppliers’ fees.

Once a founder starts using Excel as a listing platform, it becomes a little tricky to evolve the mode into something more substantial. The other end of the spectrum, of course, is a spreadsheet that’s so diligently created, it takes a while before investors can unlock certain aspects and make their necessary tests.

Don’t fall into the black hole that is Excel.

11. Making Your Financial Forecasts Indigestible 🍝

Make sure your financial forecasts are digestible. If it’s indigestible it’s inaccessible. Remember the previous point about Excel? With hardcoded numbers, your data is safer. It’s easier to read and manipulate. However, if you’re not sure how to populate this, turn to an advisor, or better, try Numberslides. If you can give all your investors exactly the same model, correctly formatted, with clear consistency in your numbers and style, you give your investors the best possible chance to correctly interpret your forecasts. Avoid fancy formats, weird highlighted sections, and butchered tables. Focus on a clean, easy-to-read look that gives your investors the best chance to learn about your projections.

Use Numberslides to Build Your Financial Forecasts

Skip the mayhem caused by Excel malfunctions. Save time and avoid repeatedly requesting advisors to update your model to satisfy each new investor’s inquiry. With Numberslides, you can create your own financial forecasts, quickly, easily, and with support and guidance each step of the way. Our online software stores all the data that you input, and walks you through all the numbers you must include. Once you’ve put your data in, you can populate your forecasts and analyse them against the market. Our market data is live and offers a critical sensitivity analysis to give your business the best chance of success.

How to Forecast Sales to Show Growth

How to Forecast Sales to Show Growth

You’ve worked through the numbers and still, somehow, your sales forecast doesn’t show growth. We’ll look at the reasons why this might be happening. Then, we’ll offer a list of tips on how to forecast sales to show growth.

What Is Growth in Sales?

Ultimately, you want to demonstrate growing revenues and profits each year. (You’ll also want to demonstrate a well-planned cash flow). You do this by producing financial statements that predict year-on-year growth.

Why Investors Need to See a Sales Forecast That Shows Growth

Investors might love the idea of your business, but they’ll only ever invest if you can demonstrate good returns on their investment. Investors want reassurance that they can get their money back. The company needs to grow in value, in order for the investor to enjoy the returns when either someone new buys the company or the company goes public.

What Happens When Your Sales Forecast Doesn’t Show Growth?

So what’s happening that’s causing your forecasts to fall short of the growth you’d like to see?

There are two key questions to explore when encountering a poor growth forecast.

1. Are You Being Ambitious Enough? 🦸

Do you have big goals, or are your predictions for profits a little low? Make sure you give yourself a chance when doing your financial forecasts. Sure, there’s no point in fabricating your numbers to something completely unattainable, but equally, you can set reasonably high targets for your profits.

2. Are Your Goals Strategic? 🔀

Do you have a fixed point in a longer-term (for example in 3 or 5 years) where you plan to be? Is this point arbitrary, or does it arrive at the end of an extensively thought-through plan? What happens beyond this marker? What makes this an important milestone? Sometimes the profits never materialize because your business plan is hastily re-investing assumed income on the next step of your journey.

You Need a Long-term Strategy for Good Sales Growth

As a founder, you need to have a plan to play the long game. In other words, you need to be able to look ahead in 3 to 5 years from now and be clear about your strategy. There’s absolutely no point in picking a number or having a lofty goal, without thinking your plans through. To build an effective long-term view of your business, you must have smaller steps built into your plan. If you don’t have an incremental view of how to grow your business, you will struggle to quantify your goals and explain the practical steps that will get you there.

A healthy business should always be growing in some way or another.

How to Build Your Long-term Strategy for Growth

If you’ve fiddled with your numbers and still are hitting poor profits margins or volumes with little growth, don’t panic, there’s still hope. You can reset your business strategy to ensure your sales forecasts show growth by going back to basics with price and volume.

  • What are you selling?
  • How much are you charging for it?
  • How much are planning to sell?

Think about our earlier points on your ambitions for the business.

  • Do you need to increase prices?
  • Perhaps you’re not being bullish enough on the volumes you plan to produce.
  • Can you increase production?

Build Flexible Financial Forecasts to Find Your Optimum Growth Strategy

As you try to work out your optimum business strategy, you’ll need a forecast where you can easily adjust your numbers. If you don’t have a forecast where you can toggle these variables, you won’t be able to test all your possible outcomes. Business plans, financial forecasts and cash flow forecasts are not rigid, yet our strategies to build these tools typically are. So, we created Numberslides. It’s a clever software, available online where you can add your numbers, adjust your variables and find and fix any problems in your sales forecast.

Numberslides can help you build credible financial projections and sales forecasts that show sustainable and achievable growth. Plus, you can understand your projections and share them with future investors too.

Start-up Business Financial Projections Explained

Start-up Business Financial Projections Explained

Every start-up business needs financial projections. They provide the numbers that back up your business plan. Here, we explain how start-up business financial projections work. We also look at why it’s important that you find the right solution to your financial forecasting needs.

What Are ‘Financial Projections’?

Financial projections are forecasts for your business’s financial health, including planned profit and growth. This could be projected over the next one, two, or five years’ time. Financial projections help you as a business owner, or start-up founder, to better understand what money (funding) you need, so you can get your business off the ground.

Why Are Financial Projections Important?

The two most obvious and important reasons are: 

  1. Financial projections help secure funding
  2. Financial projections help you assess the viability of your business

1. Financial Forecasts Can Help Secure Funding 🔒

As a general rule, start-ups need funding. Most start-ups and businesses will at some point, require an injection of cash to keep things going or to hit a milestone of self-sufficiency. There are plenty of investors looking to invest in start-ups that are changing the world. Reviewing financial forecasts, profit projections, and cash flow projections is an important part of due diligence that an investor will perform when assessing your start-up as a potential investment. Without a solid financial forecast, you will struggle to find anyone willing to invest substantial amounts of money in your idea.

2. Financial Projections Help Assess the Viability of Your Business ✔️

Just as investors need to see where their investment is going, so do you need to understand where your business is going. Is your business model viable? Is your market big enough? Do you need more cash? Are you able to deliver a sizable return on investment, or is your idea not really ready for the market yet? Financial projections force you to look at the numbers of your business and check that it all makes sense.

What Are the Challenges with Start-up Business Financial Projections?

From overwhelming financial terminology to hours of endless model adjustments, building start-up business financial projections can present a range of challenges. Here are our top three relatable hurdles that many entrepreneurs have faced.

Figuring Out Start-up Business Financial Projections Can Be Scary

Trying to work out if your business idea is good or not can be pretty intimidating. Trying to assess if your existing business is going to be profitable in the following years can be downright scary. Financial projections are often fiddly to produce and a nightmare to understand.

As a founder of a start-up or owner of a business, you may be an expert of a particular field and have extensive knowledge that you can bring to your business. However, just because you are starting, or running, a business, it doesn’t necessarily mean you have to be good with numbers. We’ve worked with plenty of brilliant founders who are anxious about the economics of their business and have absolutely no clue about how to manage their accounting. This is normal, but what happens next?

Getting Financial Projections for Your Business Can Be Costly

Few founders or business owners have the money to bring in a team of colleagues or consultants to assist with the financial modelling or management of the business. That means that you, as the CEO, are left without team members, experts or even a CFO (Chief Financial Officer) to guide you on the finances of your business. It’s your responsibility to count every penny coming in and out of your business. It’s your responsibility to know when cash will be available to spend, and when salaries or supplier’s bills need to be paid.

Constantly Adjusting Financial Forecasts Can Be Time Consuming

Financial forecasts aren’t set in stone. They are a snapshot of your financial intentions, in some future time. They are vulnerable to the ever-changing market conditions, and the multitude of changes and challenges that your business will face. As a result, you need to be able to adjust your financial projections regularly. The Excel template that you’ve found won’t always allow you to do so, and the advisor you’d like to use will most likely have to start again on your financial model to give you the most accurate up-to-date projections.

We, at Numberslides, are accountants and lawyers by trade, so trust us when we say we’ve seen some truly beautiful spreadsheets in our time. We’ve found that very many founders and business owners become consumed and overwhelmed with their spreadsheets. There are so many variables that can affect your business plans. A simple late payment in or out can really knock your projections sideways. 

Start-up Business Financial Projections Are Different from Established Business Projections

If you’re a founder with a start-up, your business financial projections are probably going to be created from scratch whilst if you an established business, you will have some operating data – how much money you have made and spent which you can then project forward. Sure, there are templates and other business models you may wish to copy, but your business is unique. This means your path to profits and financial projections won’t be the same, even if you’re one of 1,000 cafes in Manchester. The challenge for start-ups is taking a blank template and building your financial projections from nothing. Established businesses are fortunate in that they are able to reflect on previous years of business and use their financial history as templates to build next year’s projections.

If you’re building a financial projection for your start-up, then without any historic data, you’ve got to go to the fundamentals of your business. 

Key questions you’ve got to answer include:

  1. What is driving your revenue?
  2. How do different aspects of your business build into the revenue?
  3. Does your market exist? If so, how big is the size of the market?
  4. Can you take a part of that market? Are you able to meet an existing or slightly new need?
  5. What’s your cash shortfall from day one to the day you make money? 
  6. How are you going to manage your cash shortfall? Do you need a loan? An investor?

Once you start to explore your financial projections, you should realise that financial forecasts are not a check box exercise. Instead, they are the first step in a long path to securing funding, launching your business, finding your first customers, and eventually making a profit to sustain your business.

Use Numberslides for Your Start-up Business Financial Projections

Numberslides offers an inclusive platform where you can add your numbers and build your own financial forecasts yourself. The software is coded to be simple and straightforward. You simply fill in the boxes, adjust a few details, and our platform generates the reports you need to understand your business’s finances. You can also learn the meaning behind the jargon as you work through your model, and go back and make changes to your numbers if your end result isn’t what you expected. For a founder starting on a blank slate, Numberslides is perfect for building your start-up business financial projections and taking your business plan from zero to one.

Cash Flow and Financial Forecasts: Why the Difference Matters

Cash Flow and Financial Forecasts: Why the Difference Matters

When talking about cash flow forecasting and financial forecasting, the two often get confused and the differences get overlooked. We’ve often heard founders talk about their ‘financial forecasts’ when referring to their cash flow forecasts. 

Knowing the difference and preparing two different forecasts will have a substantial impact on how you present your business plan to an investor. Understanding your cash flow and understanding your financial forecast will give you much greater insight into your business as a dynamic entity, not just a collection of numbers on paper.

What Is Financial Forecasting?

When you create a financial forecast, you are creating a prediction or estimate of future financial outcomes for your business, start-up, or project based on revenue and profits, money coming in and out. This is often a useful exercise if you are setting budgets.

What Is Cash Flow Forecasting?

Cash flow forecasting is also about estimating future financial outcomes, but the focus is less on the endpoint (where will you be in 5 years?) and more on the timing of different streams of money ebbing and flowing in and out of your accounts over the next 5 years. This is often used to assess your investment need (cash shortfall) and your ability to cover your costs.

Both forecasts are anticipations of money, but cash flow forecasting focuses on the cold hard fact that ‘cash is king’. Cash is the bloodline of the business, and if you’re not careful, confusing profit with cash can create problems when pitching to investors and securing investment.

Everyone Says “Cash Is King”. So What?

Sometimes it’s easy to think big and focus on the profits. What we sometimes forget to do is look at the reality of your day to day business activity. This is where lack of cash management can be crippling to a business.

When you create a cash flow forecast for your business, you are estimating how much you will have after anticipated (not guaranteed) payments and their timing. You are also looking frankly at the timing to receive your revenue in the bank account (credit you give to customers) and the timing of the costs that you will have to pay either upfront or after a period of time (days of credit). Costs can include:

  • Salaries for employees, freelancers, or contractors
  • Suppliers, for materials, services, or support
  • Other costs, like office rent, travel expenses, conference fees for networking

This list of costs goes on and also varies from company to company.  The point is, you might be rolling in cash in February, but after paying salaries out for 3 months, and with no payments from customers expected until June, your funds could run dry by May. How are you going to mitigate that? How will that affect your ability to deliver your services? 

In worst-case scenarios, poor cash flow management leads to stunted growth, employee layoffs, and even insolvency.

Business owners must have a forward-thinking vision both on their profits (financial forecasts) and their cash flow (cash flow forecasts).

Investors Look at Cash Flow

We have worked with some truly incredible founders who have excellent ideas and a real money-making scheme ready to be kicked into motion. And yet, they have no cash flow plans. They have no concept of the hurdles they’ll face and the inevitable inability to move things forward when they hit six months of no income and still have to pay bills. They also have no clue that investors are also looking at cash flow.

An investor looking at a financial forecast will be able to understand the intended scale of profits and viability of a business in theory and based on your assumptions. But an investor will ultimately focus on the cash flow projections and ask:

  • Can the company actually make money based on predicted incomes and outgoings?
  • How long is it before the company runs out of cash and may need to raise more finance?
  • If this company will make money when will that money be made, and when will that money materialise?
  • Is there a buffer for unforeseen issues that impact the plan?

By asking these questions, an investor can figure out; how much money they’d need to invest; when they’d need to invest it; and whether the company has a viable plan that accommodates for months of no foreseeable income.

Create Cash Flow Forecasts

Writing out cash flow forecasts in Excel can take hours, if not days, of your time. Not to mention the additional work to edit your model to accommodate for the various changes to expected bill amounts and due dates, both incoming and outgoing.

Numberslides uses software that simplifies all these models, allowing you to enter data, generate reports, and adjust and amend your information at a very granular level. This gives you and your investors the ability to clearly see both your financial forecasts and cash flow forecasts. It also gives you control and understanding of what’s coming and going in terms of cash, as you grow your business.

Once you have a clear understanding of the difference between your financial forecasts and cash flow forecasts, you can build better pitches, make better business decisions, and give your business the best chance of survival.

Easy to Use Online Financial Forecasting Software

Easy to Use Online Financial Forecasting Software

All you need to know when choosing financial forecasting software for your start-up or business

When it comes to financial forecasting software, we often think of Excel as king. It’s a great piece of software that makes the investment world go round. There are, however, two problems that Excel consistently presents when used for financial forecasting;

  1. To use it, you’ve got to understand it. To create forecasts with it, you’ve got to be fluent in it.
  2. There’s no version control between users; so you’ve got to be able to translate different spreadsheets.

Understanding Excel

It takes a good couple of years to master the important tools you need to handle big chunks of data, and work across multiple spreadsheets to produce numbers that say “this business is worth-it, invest in me!”

One small edit can set an entire spreadsheet into a state of #REF! or #NULL! or #VALUE!

Many of us first encounter Excel in its blank form, offering a plethora of possibilities, but no real clear guide on where to begin, how to build forecast templates or what to aim for.

Founders often lean on this software to build their financial forecasts, yet whilst they may be experts in fashion, marketing, gaming, tech, or even fintech, not many come with a degree in Excel knowledge and application.

This means the first of the two hurdles that Excel presents is really quite massive: where do you start?

Excel Alternatives

1. Templates 📏

There are easily over 1,000 templates offering different ways for displaying and calculating your financial forecasts in Excel. A simpler option? Don’t use it. Many advisors simply ‘shoe-horn’ a business into a model that isn’t fit for purpose. 

2. Advisors 🤵

For individuals who can’t find templates and turned instead to advisors, this is a solution of a much greater expense and you will never learn the context or drivers of your forecasts. Months later, a founder returns, requesting updates on their model, and the advisor will usually have to start all over again—for a fee.

3. Google Sheets 📉

Essentially, an Excel with collaboration options, Google Sheets is still as complicated to learn. Plus, the collaboration options are a basic functionality that can actually add more chaos than direction (“who deleted the data out of column J??!”).

Financial Apps

There are some great apps and websites available to help you figure out your numbers and continuously manage them. Because, let’s face it, numbers are never static. They change, one day, one week, one year, to the next. And your financial forecasts and pitch decks will have to change too.

We at Numberslides, offer a much better short-term and long-term alternative. Anyone can log in, add their numbers, and populate their own financial models. There’s no need for financial or Excel knowledge. Instead, the platform is run on simple coding programs, allowing users to input data and quickly work out how much funding they’ll need, or what their cash flow forecast will look like.

The Benefits of Using a Financial Forecasting Platform

There are three key benefits of using financial forecasting platforms instead of advisors and Excel spreadsheets. 

1. Built-in Market Sensitivity Analysis 🔬

This is a really important added benefit: relevant market context. Many assumptions that are made in financial models can be simply plucked out of the air when actually, there’s usually a benchmark for this data that can be found in the market or extracted using other supporting information.

Financial modelling software takes these contextual benchmarks and uses them to offer your financial plan a sensitivity analysis: in the real world, do these numbers look right? Excel spreadsheets can’t do that, and advisors can only offer a static screenshot of the market at the time that they are consulted. Instead, software can continuously assess market conditions and help users benchmark their predicted financial performance against a valuable context.

2. Reduce Human and Software Errors in Financial Forecasting 🙅‍♀️

Even the most adept individuals, including accountants, founders, advisors, and CFOs cannot escape the reality that people make mistakes.

Every spreadsheet can be categorised into one of two types: the ones with mistakes, and the ones where mistakes haven’t been found yet. These can either be human error, or a problem with the software or template. In October 2020, some 16,000 positive Covid-19 test results were lost by the British Government when Excel simply ran out of rows.

Errors in software are not uncommon. Human errors are guaranteed.

Most financial forecasting software uses simple back-end coding and user-friendly front-end data editors that no one can accidentally alter. Some financial forecasting also includes a sensitivity analysis, which helps highlight if you’ve put in a few wrong numbers.

3. Build a Financial Forecast You Can Understand 🔎

It’s one thing to be able to define EBITDA (Earnings Before Interest Taxation Depreciation & Appreciation), but do you really know how it will impact your cash bottom line? Advisors may have insights and some excel templates may include predefined numbers for you to use, but without fully understanding it, your financial forecast isn’t investor proof; one tricky question and you’re left utterly confused.

Give up the Google search and instead focus on your business plan and your numbers.

Financial Modelling Software Saves Your Data, Forever

Let’s say founder Tom finds an advisor Jackie and asks her to build a model for his new business. Jackie builds a model, explains the model to Tom, who loves it, and he goes on his way. Three months down the line, the market changes. Tom needs a new pitch deck backed by updated financial models. He returns to the advisor, who has worked on hundreds of financial models since creating the one for Tom. Instead of simply tabulating some new numbers, Jackie must review the market, review the model, review the business plan, and then repopulate the model. This takes time, and it is likely that Tom will be forced to repeat these steps again in the future.

Financial Forecasting Software Is Expert-friendly

It’s not just founders and CFOs that struggle with Excel daily. Whilst expert modellers may be able to create financial forecasts in their sleep; time and collaboration present two big challenges. Financial forecasting software can reduce the time needed to create a model, with a simple input layout, and also offers a collaborative workspace, allowing modellers to share and build their model collectively.

Financial Modelling Software Is Investor-friendly

Let’s assume an investor looks at 500 pitches a week (at least). Of those, he deep dives into 100 of them. That’s 100 excel sheets, all different in layout, colour, and model. There’s no standardization which means the investor must re-learn how to read each model every time they open Excel. 

Financial modelling software offers the standardisation they need, meaning all outputs look the same, which is greatly appealing to investors who aren’t looking to judge the colours, but really want to understand the numbers. Users of financial forecasting software can share their financial models and pitches, knowing that it makes sense to them and that the investor can get to the bottom line quickly.

10 Mistakes to Avoid When Writing Your Business Plan

10 Mistakes to Avoid When Writing Your Business Plan

Ever written up a business plan and felt something was missing? Business plans can be tricky at the best of times, and there are several obstacles you need to overcome before you build your best business plan. Before we explore the 10 business plan mistakes that are not all that uncommon, here are three key questions worth answering first

Why do you need a business plan?  What should your business plan look like?  When do you need to make a business plan?

Why Do You Need a Business Plan? 

A business plan or pitch deck or playbook—whatever you want to call it—is a vital tool for any founder or a business owner. Investors interested in your business, new hires looking to join your team, and—most importantly—you need to see where you are taking your business and how quickly you plan to get there.

Both investors and new hires want to know that they are signing up to something that not only has potential but has a realistic roadmap to success, as both parties are taking a leap of faith in you and your business. For you, the business owner, a good business plan can give you a degree of certainty, a clear direction, and the best chances for your business to survive.

What Should Your Business Plan Look Like?

Business plans take on different forms based on who the audience is, the context, and the evolving expectations of the business. Only a few years ago, a business plan was a 30-page document. Now it’s common to see business plans presented as a 10-slide pitch deck. Sometimes, start-ups launch so quickly and gain so much traction off the bat that they bypass doing any plan at all. Eventually, when they can catch their breath, they will need to document their vision, their mission, and where they are going, all in their playbook for the next 1, 3 or 5 years.

When Do You Need to Make a Business Plan?

If you are a new business then before you start your plan it is worth considering the problem your business is solving. Key things to consider include:

  • Is the problem big enough or painful enough that people will pay you to solve it?
  • Are there enough people with this problem?
  • Is anyone else solving this problem?

Answering these questions gives you a sense of the pricing, the size of the market, and the competition you may be up against. If after looking at this you think it is worth committing your time and energy to this business idea, then it’s time to get planning.

10 Business Plan Mistakes That You Should Avoid

(Before we even start it goes without saying that poor formatting, spelling errors and inconsistencies will kill your plan.)

1. Not doing a business plan 

This may be an obvious one, but it’s ridiculously common: having an idea and never formulating a business plan is bad practice. A business plan is much more than a document. When you sit down and actually think about your business and the problem it’s trying to solve, you undergo a process by which you can test your idea, raise finance, build team alignment, and set your business goals. It is an internal playbook that you share externally to raise finance or attract talent. It is a vital cornerstone to your business.

2. Over embellishment 

It is never worth pushing the truth too far. Worse still, stating that you are further ahead than you are is also a bad move. There is a balance between using positive language like “will” instead of “might” (in fact, we would encourage that!) but any over-exaggeration will quickly be identified in the due diligence and undermine your entire plan and risk damaging your relationship with the investor. Stick to the facts, and outline what you plan to achieve.

3. Getting stuck in the weeds 

You have more than likely been thinking about your business for a while (years, if not decades) and hopefully done the research. You are at Chapter 10 of your story, but your audience is only starting on Chapter 1. Avoid jargon, acronyms, and assumptions. Keep it simple, to the point, and digestible. Start from the beginning, and highlight what you want to achieve with your business. 

4. Being the over-optimist

We all want to be the next Slack or Airbnb or get bought out by Facebook but this would probably involve some luck and be your best business case. Whilst it is good to have lofty ambitions, it’s important to remember that presenting best-case scenarios may fall flat in front of an audience who are also tracking the worst business case. Having a balanced view, pre-empting the potential risks and ‘what-ifs’, and offering mitigation will show your audience you are a perfect balance of grounded, realistic, and ambitious.

5. Going to market too early 

You will want to address all the perceived risks in your business plan and make sure you have the gaps filled. This could be gaps in your team, lack of market validation or no financial forecasts. Your business plan offers an opportunity to work to a defined structure and schedule, to help you fill gaps (or at least demonstrate when/how you are planning to fil them). You must get this sorted before you start sharing your business plan. Going out too early with missing parts to your strategy will only limit your success.

6. All strategy, no tactics 

A plan is generally setting long term goals, answering the question ‘where will you be in 5 years?’ or ‘what’s the destination?’. You will outline the broad strategy (the journey) to get to this point, for example; “we will launch in other territories in year 3, then raise Series B in year 2.”

Whilst these steps are a part of the plan, you also need to focus on the short term tactics. What happens in the first 100 days of your business? How are you going to get your first 1,000 customers? Tactics like this show the investor you are in the details as well as having a long-view. These practical tactics also help investors understand that their funds will be put to good use. You’ll be able to show them what the company will look like at each milestone.

7. Spreading yourself too thin 

Your plan cannot be all things to all people. Make sure you work out what is your core means of earning revenue and do that well. Understand the market dynamics, for example, competition, government policy and/or supply chain. It is far better to focus on one business model that is clear and well research than list different business models or broad customer segments. These opportunities may come, but as a start-up, you need to focus on the market where you can maximise traction.

8. Using templates 

Part of your business plan will be your unique writing style. You have to find your own writing style and this becomes difficult when you use templates. Templates might appear to offer some direction on what to write, but actually, they are quite rigid in structure. Some businesses are more complex than others, and to write an effective business plan, you must delve deeper into the business.

Templates are also really commonly used, so they don’t always stand out, and the best ones will have been seen by investors before, just in a slightly different colour. In a highly competitive world, you do not want your business to come across as the same as someone else’s and the same goes for your plan. Use an informed structure but make sure you write the bulk of your plan to suit your unique business proposal.

9. No financial forecasts 

Have you ever turned up to a golf game with no clubs? How about a football match with no ball? It’s kind of impossible to play. Financial forecasts are the ball to your game; the business plan is the narrative for your numbers. Numbers show the investor the ambition and the end game. They don’t have to be spot on (in fact, they rarely ever will be) but your financial forecasts need to be well thought out, well laid out so they’re easy to read and backed by some solid logic.

A few scrawled numbers on the back of a napkin or unfounded determination simply won’t cut it with an investor. Have you confused your profits with your cashflow? (This happens a lot). Have you explained why you need the funding and how it’s going to be spent? (This needs to happy more). You need to have a steer on your numbers to articulate and defend your plan.

10. Writing your business plan once

This might sound bonkers, but you should never consider your business plan finished. Why? Because numbers don’t just freeze, markets don’t stop, and your plan can never be static. A business plan is not a line in the sand nor is it something checked off your to-do list. It is a dynamic tool and serves a purpose to raise a funding round and then is your playbook to reach your next milestone.

As your business grows, you will get feedback from your audience (investors, customers) that make you rethink parts of your strategy. You must take into consideration their views of the risk and potential and you must update and improve your plan throughout your business’s life. It is ever-changing as the world around your business is constantly changing; new technology is released, new laws come out, the year 2020 happens. Such changes will force you to reconsider, update and adapt your plan and your financial forecasts. These may be minor tweaks or full pivots, but either way, your business plan is never set in stone.

Write Your Best Business Plan Ever

To write your best ever business plan, you’ve got to have your numbers sorted. Numberslides can build financial models to support your business plan, plus cash flow forecasting helps give a practical insight to your journey. The founders of Numberslides have worked with founders in all sectors and from all walks of life. At the very basis of the business plan is the need for clear numbers. Will your idea work? Will your product sell? Will you make a profit? Numberslides makes it really easy to answer all of these questions, and get started with building a really great business plan.

How to Secure an Investor for Your Start-up

How to Secure an Investor for Your Start-up

Securing investment in your start-up can be scary, nerve-racking, and a downright rollercoaster of emotion. When you do manage to secure an investor, it can also be one of the most exciting and exhilarating experiences for a founder. Finding someone who believes in you and your project enough to invest is a great milestone in growing your start-up.

8 Actions to Secure an Investor for Your Start-up

These eight actions are an absolute must for anyone looking to secure an investor for their start-up:

Define Your Strategies for Your Market, Product and Team 

Sounds simple and silly, but this shouldn’t be overlooked. Write out your business plan, draft out your brand brief, think about the market, the product or service you’re offering, and if there’s real money to be made. Evaluate your team; are they a gaggle of passionate people with no clear direction or are they polished professionals, with milestones, KPIs, and a drive to get your business off the ground?

Support Your Business Plan with Your Financial Forecasts 

Forget back-of-the-napkin scribbled guestimates, your business plan needs to have a clear set of numbers supporting your strategy. Do your financial forecasts show your company making money? Can you demonstrate with your projections that your company is profitable in a sustainable way? Can you separately show an investor your cash flow forecast? Without numbers, it’s much harder to secure an investor.

Build Dynamic Financial Projections 

Your financial forecasts are dynamic, responsive, and strong enough to handle all kind of adjustments an investor might make. Investors will want to see what happens when your business costs are higher, the market conditions change, and a worst case scenario hits. Can your financial projections handle that? Do you know your peak-cash-need? Do you fully understand your financing options? Can you adjust your financial model and still be able to understand what all the numbers mean? You must be confident at handling your financial models and presenting them to an investor.

Prepare Relevant Documents for Your Investors 

Whilst business plans may be a simple 10-page PowerPoint, you’ll be unlikely to find an investor that shows more than interest after sitting through such a bare presentation. You need to make sure you’ve prepared all the documents your investor may need to perform their due diligence. That should include financial forecasts (profit & loss statement, cash flow, and balance sheet)), your business plan, a video pitch and a slide deck made specifically for pitching to investors.

Define Profiling Criteria to Select the Right Investors 

There will be hundreds of investors to choose from, but finding the right investor for your business is key. Write up a list of your dream investors, then work through that list and try to understand why they appeal to you. Next, write a list of key criteria that must apply for when you search for investors for your company. Make sure your criteria are reasonable, realistic, and practical. Define and search strategically.

Set up a Process to Address Multiple Investors at Once 

Sending out mass emails and keeping a poor record will only make a bad impression and struggle to secure an investor. Find a way to address multiple candidates at once. Make sure you keep track of what is going on and where each investor is in their journey with you. This way you’re always in touch with them and can anticipate what they might need next.

Understand How Different Company Valuation Methods Work 

Different companies will be valued at varying amounts and different valuation methods will also affect valuation too. Understanding how each valuation method works will enable you to apply these methods to your own start-up. You’ll have a better idea of the changing value of your company, which will likely fluctuate across different methods. 

Understand the Valuation Range for Your Company 

Once you understand that company valuation methods vary, and the valuation outcomes vary too, you’ll be able to under the valuation range of your company. You’ll be able to place your company’s value on a scale and become less attached to a single fixed numbers. You also won’t be caught off-guard if an investor says they think your business values at a lower benchmark than where you’d placed it.

Use Software to Secure an Investor for Your Start-up

Bagging an investor can be stressful, so we recommend that you use software to help you. There are some good options available. For all your financial forecasts and cash flow data, you can use programs to save, sort, and present all your data. Get pitch-ready forecasts, market analysis, and sensitivity tools and demonstrate to your investors that you understand your market and your company’s forecasts.

Why Are Financial Forecasts Important?

Why Are Financial Forecasts Important?

Financial forecasts are vital to the success of your business. But what are they? And why are they important?

What Are Financial Forecasts?

Financial forecasts are essential tools that allow you to present, analyse, and track the future of your business. Your financial forecast is a vital tool that is at the heart of all your business decisions. Whether you are raising finance, business planning, or assessing a decision, the likelihood is that you will need a financial forecast to support your case.

The main purpose of a financial forecast is to provide users with information about the financial performance of a business. This information is used to assess the financial strength and can determine many core attributes of the business. That is why financial forecasts relate back to an accounting structure to allow quick understanding and deriving conclusions.

Financial forecasts are one of the most crucial tools to succeed in business. If built correctly, your financial projections can be invaluable in understanding, presenting and managing your business. They can help you manage your cash, negotiate with suppliers, build your team, and be the basis of the valuation of your business.

How Many Financial Forecasts Do I Need?

Financial forecasts are not about arriving at a concrete outcome—the numbers are not final—but they equip you to understand the dynamics and relationships within your business and what really drives value. More than anything, they show you that you are not shooting in the dark. You have a trajectory and a target of when and how you will get there.

This means you may need several financial forecasts throughout your business year, as your numbers change, and your purpose for your forecasts change too. If you are trying to secure an investor or figure out your finances after a change in circumstances, then you may need a new financial forecast.

What Are the Reasons to Build Financial Forecasts?

Here are six reasons to build financial forecasts.

Opportunity Assessment 🦄

Forecasts are critical to assessing opportunities and threats.  An opportunity may look too good to pass but do the numbers stack up?  A financial forecast can give you that go / no-go decision.

Business Planning 🎁

To enable management teams and business owners to effectively manage their business and deliver their plan. From building teams, negotiating with suppliers to setting your prices; a financial forecast will give you comfort in the choice you make.

Target Setting 🎯

A business should always be setting targets as this is the measurement of success, if you go beyond your estimations – use forecasting to put your line in the sand. This is also important for your shareholders to show them the direction of travel.

Raising Investment 💸

You need to approach investors with a sound logic and rationale for your valuation and potential. A financial forecast will give you the power to fully articulate your idea or plan. It is important for start-ups to know and understand how the Valuation process works so that they can confidently explain their numbers.

Risk Identification

Risks are everywhere in business. Financial forecasts help you navigate these challenges by assessing impacts of what if scenarios and ensure that you have enough cash for the rainy days.

Idea Validation ✅

Is your idea an economically viable business? A forecast will enable you to quantify and validate your business plan and business model, assumptions and vision.

Ultimately, a well built financial forecast will enable you to make better business decisions and plan for the future.

Why You Need a Financial Forecast

Without forecasts, you’re flying blind. You are not able to stress-test pricing or look at alternative scenarios. This is where a robust finance model can superpower you and your team to the next level of understanding of the future. You’ll also have a better grasp on the “what if?” scenarios, where things could go wrong. Getting your financial forecast sorted as soon as possible will only bring you better chances of success. Good preparation can be the difference between sink or swim.