2. âPRO FORMAâ
âA financial statement
prepared on the basis of
some assumed events and
transactions that have not
yet occurredâ
Dictionary of Accounting (MIT Press), 1981
3. Pro Formas Are
Always Wrong (but itâs OK..)
⢠Essentially a âcrystal ballâ
â˘
>95% turn out to be wildly optimistic, even
though saying they are based on âconservative
assumptionsâ
⢠Overly optimistic in both timing and magnitude
of revenues
⢠The rule of âtwice as long and half as muchâ
⢠As a consequence, companies usually
significantly underestimate both the quantity
and timing of cash infusion needs.
4. Why Do You Need Them?
Provide you & prospective investors:
ď One possible vision of the future of your
business
ď A planning tool to project cash needs
ď A model that you can use to test & adjust
assumptions about revenues, expenses & cash
ď Confidence in your plan, if done well.
5. What Investors Look For
in a Potential Investment:
ď Quality of the CEO and management team
ď Strength of companyâs product or service
ď The business plan
ď Size and unmet need of the market
ď Competition/barriers to entry
ď Deal terms â last cash in?
ď Opportunities for a successful exit
6. Common Mistakes Seen
In Pro Formas
⢠Built on âtop downâ assumptions of revenue
growth and margins rather than on solid data.
⢠âExcel-itisâ (i.e. 5% revenue growth every
month)
⢠Assuming all categories of revenues and
expenses will grow at some fixed rate (should
rent cost really increase every month?)
⢠Insufficiently detailed, sometimes only including
a P&L statement.
⢠Investors focus just as much on cash flow
statement
8. What We See in
Good Pro Formas
â˘
Numbers âbuilt upâ from solid market and research data:
â˘
â˘
â˘
â˘
â˘
â˘
A realistic understanding of expenses:
â˘
â˘
â˘
â˘
â˘
â˘
Knowledge of who the initial customers will be
Pricing (including volume discounts), annual maintenance/installation fees
Understanding of sales cycle
Knowledge of A/R and cash-flow
Production and inventory plan
Hiring plan: who, why, when and how much to pay
Production costs, including economies of scale
Costs associated with channel partners
Continued investment in R&D
Ongoing customer support costs
Will include financial statements based on both âexpectedâ and âmuch
more conservativeâ assumptions
9. It Does Not Have To Be Hard!
If none of the founders are financially-strong:
⢠Learn how to generate & work with pro formas, or
⢠Find an outsourced âresourceâ that does