Who This Helps
This is for junior analysts who have done the hard work of analysis but need to get their findings approved. It’s based on the Founder Finance Basics Mission Pack, which helps you build clear, actionable financial reports.
Mini Case
Ben’s revenue was up 15% last quarter, but his cash balance was flat. He felt stuck. By building a simple runway forecast card, he saw he had only 4.2 months of cash left at the current burn rate. This one number became his focus. He presented it with two clear options: cut marketing spend by 20% to extend runway to 6 months, or secure a small bridge round. The board approved the spend cut in one meeting.
Do This Now (5 Steps)
- Find your core number. From your analysis, pick the one metric that demands a decision. Is it runway, CAC payback, or a unit cost?
- Build your one-pager. Put that number at the top. Use the ‘Runway Forecast’ mission from the course as your guide.
- Show the trend. Add two more data points: where the number was last period and where it’s projected to go.
- Frame the choice. Give stakeholders 2-3 clear, concrete options based on the number. No more.
- State your recommendation. Pick one option and explain why in one sentence. Make it easy for them to say yes.
Avoid These Traps
- The data dump. Don’t show every chart. You’ll drown your main point.
- Presenting problems only. Always pair a concerning trend with a proposed solution.
- Using jargon. Say ‘time until we run out of cash’ instead of ‘liquidity horizon.’
- Being neutral. Your job is to analyze and recommend. Take a stance.
- Hiding the ask. Be explicit about what decision you need from them.
- Forgetting the next step. What happens immediately after they agree?
- Getting lost in precision. A good estimate now is better than a perfect number next week.
- Skipping the story. Connect the number to a real business outcome, like pausing hiring.
Your Win by Friday
Your win is a single, approved next step. This week, take one analysis off your desk and turn it into a one-page recommendation for your manager. Get their verbal agreement on one action. That’s how you go from reporting data to driving decisions. You’ve got this!