The model your month runs on
Keep your plan, your closed months and your pipeline in one model. By integrating all your data and backing it with a validated model, you unlock rigorous analysis of your core business and streamline the output.
Finance Teams
The cycle you run every month
Six steps, then it repeats, each one on the same model rather than a fresh workbook.
- 01
Stand the model up
Start from your historicals, a board deck, or a blank sheet. Drivers, scenarios and a full assumption book, with all three statements falling out of the same source.
- 02
Close the month with less of the work
Sources pull, entries are proposed for your review, accruals and payroll allocation run, and cash ties to the statement. You post the entries into your own accounting system, and the closed figures come back ready for the model.
- 03
Land the actuals in the model
This is the month the model stops being a document and starts being a system. Closed months lock, restatements and new periods are picked up, and everything after them updates.
- 04
Explain the change
Variance against the model’s own forecast, per scenario and correctly signed, plus month-over-month flux at the account level, ranked so what surfaces is material rather than noisy.
- 05
Answer the cash question
Cash position, burn and months of runway, reconciled to the ledger, with the definition of burn stated alongside it. Burn means three different things, and the one you are using should be explicit.
- 06
Re-forecast the year
YTD actuals plus forecast for the remaining periods, against plan, with the weighted pipeline driving the revenue line rather than sitting in a separate sheet. Then the cycle runs again.
Close it, explain it, re-forecast it.
The plan, the deals behind it, and the months you have already closed. One model, so a change in any of them is a change in all of them.
Proposed entries · June 2026
The close, minus the typing
Keep the ERP you already trust, and keep the posting. The agent pulls bank, card, payroll and billing and proposes each entry with the reasoning attached and ranked by confidence, so what reaches you is ready to review rather than ready to research. An ambiguous one arrives as a single question, and your answer is kept as a rule so the same call is already made next month.
Read. The beat is real and it is volume. Both May sites opened on schedule, the mature 24 held visit volume, and the April price increase stuck, so revenue per site came in $7K ahead of plan. The judgment call sits underneath it. Cost per site ran $3K above plan and $10K above last quarter, and labor is $7K of that, so the wage rates carry into every quarter from here while the price increase is already banked. Hold cost per site near $241K and the year lands ahead of plan. Let it follow labor to $248K and the beat is gone by Q4.
Variance, with the reason attached
Every line comes back against budget with the size of the variance and the driver behind it, and the read underneath is written from those same figures. Revenue 2.2% ahead, cost per site $3K over plan, and the point your board actually needs: the beat is volume, while the April wage rates carry into every quarter from here and the price increase is already banked.
- Bank reconciled cleared
- Card spend coded cleared
- Payroll allocated across 26 sites cleared
- Accruals posted cleared
- Revenue tied to billing cleared
- Fixed assets rolled forward cleared
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Cost per site
$241K vs $238K plan
$241K against a $238K plan and $231K last quarter. Labor is $7K of the $10K and it carries into every quarter from here. The quarter still beat, which is exactly what makes this easy to leave alone.
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Short of openings
4 of 6 leases
Four leases signed against the six the 2027 target needs. Each site takes two quarters to ramp, so a lease approved after Q3 contributes nothing next year. Two more now cost $0.18M in pre-opening.
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Balance does not tie
$0.09M
A $0.09M reconciling difference on the 30 June balance sheet. It does not change EBITDA, and it should be cleared in the Q3 close.
The items that need a person
Not everything a close turns up is arithmetic. Cost per site up $10K in a quarter that still beat, four leases signed against the six next year needs, a balance sheet out by $0.09M. Those are pulled out of the noise and put in front of you with the figure attached, so the meeting is spent on the judgment rather than the search.
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Cost per site. Labor is $7K of the $10K increase and it is structural, not a one-off. Decide whether to hold the April wage rates and reprice in Q3, or absorb them and accept the margin drifting back toward 14%.
$7K of $10K -
Opening cadence. Four leases signed against the six the 2027 target needs. Each site takes two quarters to ramp, so anything approved after Q3 does not contribute next year.
4 of 6 leases -
The bottom three sites. Three sites sit below $60K quarterly contribution against a $88K average. Decide remediation or exit before the 2027 budget is set, not after.
<$60K vs $88K -
Budget the ramp honestly. New sites are budgeted as accretive on opening. Rebuild the 2027 plan with a two-quarter ramp so openings stop reading as misses.
2-quarter ramp -
Q3 close. Clear the $0.09M June reconciling difference.
$0.09M
It ends on what to decide
The pack closes on actions rather than observations. Hold the April wage rates and reprice, or absorb them and watch the margin drift back. Approve the next two leases before Q3, because a site takes two quarters to ramp. Every item carries the figure that prompted it, so the board argues about the decision instead of the arithmetic.