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Business Plan Financials Template (Excel) — Free

The financial section of a business plan, built the way a bank reads it: customers and revenue per customer at the top, every cost block below, investments and funding drawn where they actually happen, and the bank balance at the bottom.

The download

Free download

Download: Business plan financials

  • Revenue built from customers × revenue per customer
  • Cost of delivery as a rate, so it scales with revenue
  • Payroll stepped by hiring wave, not a flat line
  • Investments, funding drawn and the resulting bank balance

No email, no sign-up. Formulas already wired up.

The sheet itself

  • Revenue built from customers × revenue per customer
  • Cost of delivery as a rate, so it scales with revenue
  • Payroll stepped by hiring wave, not a flat line
  • Investments, funding drawn and the resulting bank balance
foreqast-business-plan-financials.xlsx
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Calibri11
B7=B5*B6
ABCDEFGHIJKLMN
1Business plan financials
2Fill in the blue cells — every other cell is a formula and works itself out. foreqast.app
3JanFebMarAprMayJunJulAugSepOctNovDec
4Revenue plan
5Paying customers1219283849617488103119136154
6Revenue per customer (€)€390.00€390.00€390.00€390.00€390.00€390.00€390.00€390.00€390.00€390.00€390.00€390.00
7Revenue (net)€4,680€7,410€10,920€14,820€19,110€23,790€28,860€34,320€40,170€46,410€53,040€60,060
8Cost plan
9Cost of delivery %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %28.0 %
10Cost of delivery€1,310€2,075€3,058€4,150€5,351€6,661€8,081€9,610€11,248€12,995€14,851€16,817
11Payroll incl. founders€8,000€8,000€8,000€12,000€12,000€12,000€16,500€16,500€16,500€21,000€21,000€21,000
12Marketing€2,000€2,500€3,000€3,500€4,000€4,500€5,000€5,500€6,000€7,000€8,000€9,000
13Rent, software, other€2,600€2,600€2,600€2,600€2,600€2,600€2,600€2,600€2,600€2,600€2,600€2,600
14Total costs€13,910€15,175€16,658€22,250€23,951€25,761€32,181€34,210€36,348€43,595€46,451€49,417
15Result & liquidity
16Operating result€-9,230€-7,765€-5,738€-7,430€-4,841€-1,971€-3,321€110€3,822€2,815€6,589€10,643
17Investments€18,000€0€0€6,000€0€0€9,000€0€0€4,000€0€0
18Equity & loans drawn€120,000€0€0€0€0€0€0€0€0€0€0€0
19Opening balance€0€92,770€85,005€79,267€65,837€60,996€59,025€46,704€46,814€50,636€49,451€56,040
20Net cash flow€92,770€-7,765€-5,738€-13,430€-4,841€-1,971€-12,321€110€3,822€-1,185€6,589€10,643
21Closing balance€92,770€85,005€79,267€65,837€60,996€59,025€46,704€46,814€50,636€49,451€56,040€66,683
Sheet1

The blue cells are yours to fill in. Every other cell is a formula and works itself out.

How to use it

  1. 1

    Start with customers, never with revenue

    A bank will ask where €1.8m comes from. “154 customers at €390 a month by December” is answerable; “€1.8m” is not.

  2. 2

    Step the payroll where you actually hire

    The template steps at months 4, 7 and 10. Move the steps to your own hiring plan — a flat payroll line is the fastest way to lose a reader's trust.

  3. 3

    Put the funding in the month it is drawn

    Equity and loans arrive on a date, often two or three months after the plan is written. Putting them in month 1 hides exactly the gap you are asking to fund.

  4. 4

    Read the lowest closing balance and add a third

    That number is your funding requirement, and every plan is optimistic. Asking for the exact low point means a single late payment puts you back at the table.

A worked example

€120,000 raised, and where it goes

Funding drawn, January
€120,000
Investments, year 1
€37,000
Operating result, January
€-11,288
Lowest closing balance
€23,100
Closing balance, December
€50,600

The plan works — but the low point is €23,100, in month eight, and the year only recovers because December is the best month. A 15% revenue miss, or one hire brought forward by two months, puts the low point below zero. That is what the funding request has to cover, not the December number.

The mistakes that break it

  • Planning to the funding you want

    Working backwards from “we need €120k” produces a plan with no low point, which is the one thing an experienced reader checks first.

  • Forgetting VAT on the investments

    €37,000 of equipment costs €44,030 to pay for, and the input tax comes back weeks or months later. The cash gap is real even when the cost is not.

  • One plan, no downside

    Every bank asks what happens if revenue is 30% lower. Having that answer ready is worth more than a better base case.

Where the template stops

It shows one future

The downside case a bank will ask about needs a second copy of the file — and keeping two copies in sync by hand rarely survives the first revision.

Scenario planning template

It stops the day it is submitted

The plan you send the bank is the last version anyone updates. Six months in, nobody can say whether you are ahead or behind it.

Budget vs actual template

A month is an average, and cash is not

A month that ends positive can still go below zero on the 14th, when payroll leaves before the biggest invoice arrives. Column totals hide exactly that.

What comes after the spreadsheet

Cash vs profitA plan is only worth the tracking behind it. Foreqast puts plan and actuals in one view and keeps the variance current.