Know exactly where liquidity stands in twelve months
Liquidity, payroll by cost centre and every scenario in one model — automatically from the data already sitting in your ledger.
Forecasting
Forecast
Income vs Expenses
· Past + projected · dashed = forecast| Jun 26 | Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 | Feb 27 | Mar 27 | Apr 27 |
| Revenue | |||||||||||
Orders & projects | €625,600€625,600 | €570,400€570,400 | €662,400€662,400 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 |
Orders per monthDATEV | 34 | 31 | 36 | 35 | 35 | 35 | 35 | 35 | 35 | 35 | 35 |
Average price per unit | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 |
Service & maintenance contracts | €214,000€214,000 | €214,000€214,000 | €214,000€214,000 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 |
| Cost of revenue | |||||||||||
Material & purchased parts | −€285,464−€285,464 | −€266,696−€266,696 | −€297,976−€297,976 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 |
| Gross profit | €554,136 | €517,704 | €578,424 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 |
| Operating expenses | |||||||||||
Payroll | −€386,000−€386,000 | −€391,000−€391,000 | −€404,000−€404,000 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 |
| 6000 · Production | −€177,560 | −€179,860 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 |
| 6005 · Service & field | −€104,220 | −€105,570 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 |
| 6008 · Sales & admin | −€42,460 | −€43,010 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 |
| 6010 · Employer costs | −€61,760 | −€62,560 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 |
Facilities & energy | −€48,600−€48,600 | −€48,600−€48,600 | −€48,600−€48,600 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 |
Leasing & fleet | −€22,400−€22,400 | −€22,400−€22,400 | −€22,400−€22,400 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 |
| Total operating expenses | −€457,000 | −€462,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 | −€475,000 |
Trusted by mid-sized companies
The status quo
The numbers exist. What's missing is the plan that runs them forward.
In the close, in the ledger, in the payroll journal — every figure is there. Between two month-end closes, three questions still stay open.
Where is liquidity in twelve months — not at month-end?
Payment terms, tax dates and capex move against each other. A bank balance shows none of it.
What does the wage bill do over the year — per area?
Pay rounds, planned roles, temporary staff: the biggest cost block gets planned as one number and booked as four.
Does the plan still hold if two assumptions turn?
The budget was set last autumn. The quarterly question is what happens when order intake and material prices move at once.
What's missing is a model that runs forward — and carries itself with every booking.
The challenge
Why twelve months of liquidity is so hard to plan
Six things make it hard. A plan has to handle every one of them before it can carry a conversation with the bank.
A month-end balance is not liquidity
Payment terms, tax dates and capex instalments move against each other inside the month. The balance on the last day says nothing about the twelfth.
Payroll is planned as one number and booked as four
Production, service, sales and admin behave differently and grow differently. Planning the total hides which area the increase actually came from.
Revenue isn't a percentage on last year
It's order intake times order value, and those two move for entirely different reasons. A single growth rate can't tell you which one turned.
Material price and order intake turn independently
The quarterly question is what happens if both move at once. Answering it needs two switches on one plan, not two versions of the file.
Capex lands in instalments, not in the depreciation
The profit view spreads the machine over years; the cash view pays the deposit in March. Both are correct and only one of them empties the account.
The planning model hangs on one person
One workbook, one set of formulas, one colleague who understands them. Every actuals update is a manual export, and every scenario is another tab.
So it takes more than a month-end close. It takes a model that handles all six of them by design.
The solution
One financial model that answers every question you have
Foreqast isn't three separate tools. It's one model of the company's money — prebuilt from your accounting data, then sharpened by every booking that arrives.
What you connect
Based on your accounting
Bookings, open items and accruals — already assigned to an account.
Improve with additional data
The wage bill per cost centre, joiners and leavers, order intake.
Perfectionize with your assumptions
Cost centres, payment terms, planned roles, capex.
Forecasting
Forecast
| May 26 | Jun 26 | Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Jan 27 | Feb 27 |
| Revenue | ||||||||||
Orders & projects | €625,600€625,600 | €570,400€570,400 | €662,400€662,400 | €644,000€644,000 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 | €644,000€0 |
Orders per monthDATEV | 34 | 31 | 36 | 35 | 35 | 35 | 35 | 35 | 35 | 35 |
Average price per unit | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 |
Payment term, actual | 42 days | 42 days | 42 days | 42 days | 42 days | 42 days | 42 days | 42 days | 42 days | 42 days |
Service & maintenance contracts | €214,000€214,000 | €214,000€214,000 | €214,000€214,000 | €214,000€214,000 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 | €214,000€0 |
| Cost of revenue | ||||||||||
Material & purchased parts | −€285,464−€285,464 | −€266,696−€266,696 | −€297,976−€297,976 | −€291,720−€291,720 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 | −€291,720€0 |
| Gross profit | €554,136 | €517,704 | €578,424 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 |
| Operating expenses | ||||||||||
Payroll | −€386,000−€386,000 | −€389,000−€389,000 | −€391,000−€391,000 | −€404,000−€404,000 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 | −€404,000€0 |
| 6000 · Production | −€177,560 | −€178,940 | −€179,860 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 | −€185,840 |
| 6005 · Service & field | −€104,220 | −€105,030 | −€105,570 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 | −€109,080 |
| 6008 · Sales & admin | −€42,460 | −€42,790 | −€43,010 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 | −€44,440 |
| 6010 · Employer costs | −€61,760 | −€62,240 | −€62,560 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 | −€64,640 |
Facilities & energy | −€48,600−€48,600 | −€48,600−€48,600 | −€48,600−€48,600 | −€48,600−€48,600 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 | −€48,600€0 |
Leasing & fleet | −€22,400−€22,400 | −€22,400−€22,400 | −€22,400−€22,400 | −€22,400−€22,400 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 | −€22,400€0 |
| AssetsBalances at period end | ||||||||||
| Cash | €1,337,136 | €1,394,840 | €1,511,264 | €1,602,544 | €1,693,824 | €1,785,104 | €1,876,384 | €1,967,664 | €2,058,944 | €2,150,224 |
| Receivables | €1,175,440 | €1,098,160 | €1,226,960 | €1,201,200 | €1,201,200 | €1,201,200 | €1,201,200 | €1,201,200 | €1,201,200 | €1,201,200 |
| AnalysisResult & margin | ||||||||||
| Gross margin | €554,136 | €517,704 | €578,424 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 | €566,280 |
| Operating result | €97,136 | €57,704 | €116,424 | €91,280 | €91,280 | €91,280 | €91,280 | €91,280 | €91,280 | €91,280 |
Capabilities
What does the wage bill do over the year?
Where is liquidity in twelve months?
How much is still outstanding?
What's the gross margin if material turns?
What is the operating result?
The use cases
Now start working with your numbers
Twelve months instead of month-end
Every open invoice on its real payment term, every tax payment on its date.
Liquidity
Twelve months, not month-end
| Jun 26 | Jul 26 | Aug 26 | Sep 26 | Oct 26 |
| Revenue | |||||
Orders & projects | €625,600€625,600 | €570,400€570,400 | €662,400€662,400 | €644,000€0 | €644,000€0 |
Orders per monthDATEV | 34 | 31 | 36 | 35 | 35 |
Average price per unit | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 |
Service & maintenance contracts | €214,000€214,000 | €214,000€214,000 | €214,000€214,000 | €214,000€0 | €214,000€0 |
| Total revenue | €839,600 | €784,400 | €876,400 | €858,000 | €858,000 |
| Change in cash | €97,136 | €55,704 | €103,424 | €91,280 | €91,280 |
| Cumulative cash | €1,337,136 | €1,392,840 | €1,496,264 | €1,587,544 | €1,678,824 |
Plan the wage bill per area
Four cost centres instead of one total — and planned roles long before anyone signs.
Payroll
The wage bill, by cost centre
| Jul 26 | Aug 26 | Sep 26 | Oct 26 |
| Operating expenses | ||||
Payroll | −€386,000−€386,000 | −€391,000−€391,000 | −€404,000€0 | −€404,000€0 |
EmployeesPersonio | 61 | 61 | 63 | 63 |
Average fully loaded cost | €6,328 | €6,410 | €6,413 | €6,413 |
| 6000 · Production | −€177,560 | −€179,860 | −€185,840 | −€185,840 |
| 6005 · Service & field | −€104,220 | −€105,570 | −€109,080 | −€109,080 |
| 6008 · Sales & admin | −€42,460 | −€43,010 | −€44,440 | −€44,440 |
| 6010 · Employer costs | −€61,760 | −€62,560 | −€64,640 | −€64,640 |
Temporary staff | −€26,800−€26,800 | −€26,800−€26,800 | −€26,800€0 | −€26,800€0 |
| Total operating expenses | −€412,800 | −€417,800 | −€430,800 | −€430,800 |
Turn two assumptions at once
Order intake down, material price up — and both together, on one plan.
Decisions
Impact before you commit
| Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 |
| Change in cash | −€3,700 | −€3,700 | −€3,700 | −€2,700 | −€2,700 | −€2,700 |
| Cumulative cash | €144,300 | €140,600 | €136,900 | €134,200 | €131,500 | €128,800 |
Simulate decisions
Together, from Oct 2026
That puts every number in one model. What follows is the daily work with it — one decision at a time.
Liquidity & payment terms
Plan liquidity across twelve months — with payment terms, tax dates and capex on the right date.
Foreqast reads bookings, open items and accruals from your accounting system and carries them forward day by day. Every open invoice enters the plan with its payment term, VAT and prepayments as dated outflows, capex with its instalment. Revenue grows from order intake times order value rather than from a percentage — and the curve corrects itself with every new booking.
Liquidity
Twelve months, not month-end
| Jun 26 | Jul 26 | Aug 26 | Sep 26 | Oct 26 |
| Revenue | |||||
Orders & projects | €625,600€625,600 | €570,400€570,400 | €662,400€662,400 | €644,000€0 | €644,000€0 |
Orders per monthDATEV | 34 | 31 | 36 | 35 | 35 |
Average price per unit | €18,400 | €18,400 | €18,400 | €18,400 | €18,400 |
Service & maintenance contracts | €214,000€214,000 | €214,000€214,000 | €214,000€214,000 | €214,000€0 | €214,000€0 |
| Total revenue | €839,600 | €784,400 | €876,400 | €858,000 | €858,000 |
| Change in cash | €97,136 | €55,704 | €103,424 | €91,280 | €91,280 |
| Cumulative cash | €1,337,136 | €1,392,840 | €1,496,264 | €1,587,544 | €1,678,824 |
Payroll & planned roles
Plan the biggest cost block the way it's booked — per cost centre, with joiners and leavers on their dates.
Payroll isn't one total in Foreqast, it's the cost centres it arrives in: production, service, sales and admin, with employer contributions underneath. Planned roles get a start month, salary and workload long before anyone signs; a pay round goes in with its effective date. The plan shows immediately what that costs over the year — and which area carries it.
Payroll
The wage bill, by cost centre
| Jul 26 | Aug 26 | Sep 26 | Oct 26 |
| Operating expenses | ||||
Payroll | −€386,000−€386,000 | −€391,000−€391,000 | −€404,000€0 | −€404,000€0 |
EmployeesPersonio | 61 | 61 | 63 | 63 |
Average fully loaded cost | €6,328 | €6,410 | €6,413 | €6,413 |
| 6000 · Production | −€177,560 | −€179,860 | −€185,840 | −€185,840 |
| 6005 · Service & field | −€104,220 | −€105,570 | −€109,080 | −€109,080 |
| 6008 · Sales & admin | −€42,460 | −€43,010 | −€44,440 | −€44,440 |
| 6010 · Employer costs | −€61,760 | −€62,560 | −€64,640 | −€64,640 |
Temporary staff | −€26,800−€26,800 | −€26,800−€26,800 | −€26,800€0 | −€26,800€0 |
| Total operating expenses | −€412,800 | −€417,800 | −€430,800 | −€430,800 |
Scenarios & planning
Test assumptions against each other and see the impact on profit and cash flow — before you commit.
Every assumption is its own switch in the simulator: order intake, material prices, a planned role, an investment. Turn them on alone or in combination and compare the forecast with and without. The switch above the table gives you both sides — the profit view for planning, the cash view for the conversation with the bank. Your base plan stays untouched until you keep a scenario.
Planning
Simulator
Decisions
First lands Oct 2026
Net monthly
Better, every month
Ad-budget changes
No planned spend steps
Simulate decisions
Together, from Oct 2026
Your configuration
Choose how accurate your forecast should be
It depends on what you give it — so here's the whole ledger, and you can click through it. Every input carries a fixed weight, and only the things you have to keep current cost you time. Your ledger alone already reads Solid, at zero hours a week. Add the payroll journal and the cost centres and it reads Max.
One-time setup
Integrations
Ongoing tracking
Your forecast quality and automation
Success stories
Companies that see twelve months out
How other mid-sized companies plan liquidity, payroll and scenarios — in their own words.
PLECOM4 min read
How PLECOM separates its own money from its clients' ad budgets
An eCommerce agency running retainers, shop builds and client ad budgets through one account. PLECOM connected accounting to Foreqast and now plans against a cash curve where pass-through spend is money that was never theirs.
12 months
of cash visibility
Arclane3 min read
How Arclane knows which month a project pays for itself
A software agency whose revenue arrives in milestones and whose costs run every single day. Arclane connected accounting and now plans developer capacity against a cash curve that already contains every signed milestone.
12 months
of cash visibility
Watchbaze4 min read
How Watchbaze sizes every restock before the money leaves the account
A Shopify watch shop where each restock ties up five figures for weeks. Watchbaze connected accounting and shop to Foreqast and now orders against a cash position it can see twelve months out, instead of against a bank balance.
20 min
to first forecast
Works with your stack
Your ledger and payroll system are enough to start
Time to value
Set up in 45 minutes — after that the plan carries itself
It takes exactly one connection: your ledger. Foreqast builds the twelve-month plan out of it automatically — no model for anyone to set up, no formulas for anyone to maintain. Cost centres and planned roles you check afterwards.
- 2 min
Connect your ledger
Over OAuth. That is the whole setup — no export, no import, no project.
- Automatic
Bookings, open items and accruals flow in
All already assigned to accounts, with real payment terms and dated tax payments.
- ~45 min
Cost centres, planned roles and capex in place
Confirm the mapping once, add the roles and the instalments — from there the plan runs with you.
Usable from the ledger connection alone, sharper with every step after it: connect the payroll journal · connect CRM and order intake · add capex and its instalments · set the assumptions for the quarterly review
Why Foreqast
All the data, without a controlling project
The planning model holds every number somebody puts in it — which is why it hangs on that one person, and why actuals come out of the ledger by hand. Traditional FP&A can do everything, but it needs months to go live and a controlling team to run it. Foreqast joins the two: the data from your accounting, carried forward automatically.
| Spreadsheets | Traditional FP&A | Foreqast | |
|---|---|---|---|
| Data basis | Anything you type in | After the implementation | Your ledger, directly connected |
| Actuals | A manual export each month | Automatic, once connected | Continuous sync |
| Twelve months of liquidity | As far as you model | Fully | Day by day, always current |
| Payroll per cost centre | If you maintain four sheets | Fully | Exactly as it's booked |
| Payment terms | Invoice date, not payment term | Modelled | Real, from the open items |
| Capex & financing | Depreciation, no cash effect | Both | Instalment and depreciation apart |
| Scenarios | End up as five tabs | Versioned scenarios | Switches, compared live |
| Dependency on one person | The model hangs on them | On a controlling team | No formulas to maintain |
| Setup | Weeks | Months to go live | 45 minutes |
| Price | Free | Five to six figures | From €49/month |
The short version: a spreadsheet is flexible, but it hangs on one person. FP&A can do everything, but it needs a controlling team and half a year. Foreqast has both — and costs less.
FAQ
The questions mid-sized companies ask
What mid-sized companies want to know before they start — answered briefly. The long version lives in the documentation and the academy.
Still have a question?
The documentation explains every field; the academy walks the whole way from actuals to a finished plan.
Do we need a controlling team for this?
No. The model stands once you connect; you maintain it through drivers and dates, not formulas.
Do actuals come in automatically?
Yes. Bookings, open items and accruals sync continuously, so the forecast carries itself forward.
Can we model several cost centres?
Yes. Payroll and operating costs sit in the plan per cost centre, with the accounts underneath, exactly as they're booked.
Can we plan roles before they're filled?
Yes. A planned role gets a start month, salary and workload and runs in the plan from that month — employer contributions included.
Can a pay round go in with an effective date?
Yes. The increase applies from its effective date and hits the cost centres it affects, not the wage bill as a whole.
How does Foreqast treat payment terms?
Open invoices enter the plan on their payment term, not their invoice date — which is why the cash curve holds, not just the result.
How is capex handled?
With its instalment plan in the cash view and its depreciation in the profit view — the switch above the table shows both sides.
Can we hold several scenarios at once?
Yes. Each assumption is its own switch; combine them freely and compare with and without, without touching the base plan.
Is it good enough for the bank meeting?
Yes. Liquidity, result and scenarios are always current and exportable — no rebuild before every meeting.
Is our data secure?
Your data is encrypted in transit and at rest, and only ever used to build your own forecast.
See your plan on your own numbers
Connect your ledger and get liquidity, payroll and scenarios in one plan that keeps itself current, in minutes. Free to start.
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