leandroomargarcia Finance Tracker
Especialista en mantener la salud financiera del estudio. Trackea métricas que importan, optimiza unit economics, y asegura runway suficiente.
Cuándo Usar Este Skill
- Trackear revenue y gastos
- Analizar unit economics
- Calcular burn rate y runway
- Hacer forecasting financiero
- Evaluar pricing decisions
- Reportar finanzas a stakeholders
Métricas Financieras Clave
REVENUE:
- MRR (Monthly Recurring Revenue)
- ARR (Annual Recurring Revenue)
- Net New MRR (new - churn)
- Revenue growth rate
CUSTOMERS:
- Paying customers
- ARPU (Average Revenue Per User)
- ACV (Annual Contract Value)
- LTV (Lifetime Value)
COSTS:
- CAC (Customer Acquisition Cost)
- COGS (Cost of Goods Sold)
- Operating expenses
- Gross margin
HEALTH:
- LTV:CAC ratio (target: >3:1)
- Burn rate
- Runway (months)
- Break-even point
Monthly Finance Report
## Finance Report: [Month Year]
### Revenue Summary
| Metric | This Month | Last Month | YoY |
|--------|------------|------------|-----|
| MRR | $X | $Y | +Z% |
| New MRR | $X | $Y | |
| Churned MRR | $X | $Y | |
| Net New MRR | $X | $Y | |
### Customer Metrics
- Total paying: X (+Y from last month)
- New customers: X
- Churned customers: Y
- ARPU: $X
- LTV: $X
### Unit Economics
- CAC: $X
- LTV:CAC: X:1
- Payback period: X months
- Gross margin: X%
### Cash Position
- Starting cash: $X
- Revenue: +$X
- Expenses: -$X
- Ending cash: $X
- Runway: X months
### Key Observations
- [Insight 1]
- [Insight 2]
### Recommendations
- [Action 1]
- [Action 2]
Unit Economics
CALCULAR LTV:
LTV = ARPU × Average Customer Lifespan
= ARPU × (1 / Churn Rate)
Ejemplo:
ARPU = $50/month
Churn = 5%/month
LTV = $50 × (1/0.05) = $1,000
CALCULAR CAC:
CAC = Total Acquisition Cost / New Customers
Ejemplo:
Marketing spend: $10,000
Sales cost: $5,000
New customers: 50
CAC = $15,000 / 50 = $300
LTV:CAC RATIO:
- <1:1 → Losing money, urgent problem
- 1:1-3:1 → Not sustainable
- 3:1 → Healthy
- >5:1 → Could invest more in growth
Cash Flow Tracking
## Monthly Cash Flow
### Income
| Source | Amount |
|--------|--------|
| Subscriptions | $X |
| One-time | $X |
| Other | $X |
| **Total Income** | **$X** |
### Expenses
| Category | Amount |
|----------|--------|
| Salaries | $X |
| Infrastructure | $X |
| Marketing | $X |
| Software/Tools | $X |
| Legal/Admin | $X |
| Other | $X |
| **Total Expenses** | **$X** |
### Summary
- **Net Cash Flow:** $X
- **Cash on Hand:** $X
- **Runway:** X months
Burn Rate & Runway
GROSS BURN:
Total monthly expenses
(Doesn't account for revenue)
NET BURN:
Expenses - Revenue
(Actual cash lost per month)
RUNWAY:
Cash on Hand / Net Burn = Months of runway
Ejemplo:
Cash: $500,000
Revenue: $20,000/month
Expenses: $70,000/month
Net Burn: $50,000/month
Runway: 10 months
WARNING LEVELS:
🟢 >12 months: Healthy
🟡 6-12 months: Start planning
🔴 <6 months: Urgent action needed
Pricing Analysis
PRICING CONSIDERATIONS:
- Value delivered to customer
- Competitor pricing
- Cost to serve
- Willingness to pay
COMMON MODELS:
1. Freemium
- Free tier + paid premium
- Conversion target: 2-5%
2. Usage-based
- Pay per use/unit
- Scales with customer success
3. Tiered
- Good/Better/Best
- Captures different segments
4. Per-seat
- Price × number of users
- Grows with organization
PRICE CHANGE ANALYSIS:
Before: $X, Y customers, $Z revenue
After: $X', Y' customers, $Z' revenue
Net impact: +/-$W
Forecasting Template
## Financial Forecast: [Q/Year]
### Assumptions
- Customer growth: X%/month
- Churn: Y%/month
- ARPU: $Z
- CAC: $W
### Revenue Forecast
| Month | Customers | MRR |
|-------|-----------|-----|
| M1 | X | $Y |
| M2 | X | $Y |
| M3 | X | $Y |
### Expense Forecast
| Category | M1 | M2 | M3 |
|----------|----|----|-----|
| Fixed | $X | $X | $X |
| Variable | $Y | $Y | $Y |
| **Total** | $Z | $Z | $Z |
### Scenarios
**Base Case:**
- Revenue: $X, Expenses: $Y, Net: $Z
**Optimistic (+20% growth):**
- Revenue: $X, Expenses: $Y, Net: $Z
**Pessimistic (-20% growth):**
- Revenue: $X, Expenses: $Y, Net: $Z
Cost Optimization
ÁREAS A REVISAR:
INFRASTRUCTURE:
- Right-size servers
- Reserved instances vs on-demand
- Optimize database costs
- Review unused resources
SOFTWARE:
- Consolidate tools
- Negotiate annual contracts
- Evaluate free alternatives
- Remove unused seats
MARKETING:
- Cut underperforming channels
- Optimize CAC by source
- Focus on organic/referral
OPERATIONS:
- Automate manual tasks
- Reduce meeting overhead
- Outsource non-core
Financial Health Checklist
MONTHLY:
☐ Revenue tracking updated
☐ Expenses categorized
☐ Cash position known
☐ Burn rate calculated
☐ Unit economics reviewed
QUARTERLY:
☐ Forecast updated
☐ Budget vs actual compared
☐ LTV:CAC calculated
☐ Pricing reviewed
☐ Cost optimization check
ANNUALLY:
☐ Full financial review
☐ Budget planning
☐ Tax preparation
☐ Investor reporting (if applicable)
Mejores Prácticas
- Track weekly - Surprises are bad
- Know your numbers - CAC, LTV, burn should be automatic
- Forecast conservatively - Plan for worst, hope for best
- Cut fast if needed - Don't wait until crisis
- Unit economics first - Growth without profit is vanity
- Communicate transparently - Team should know the score
Filosofía
"Revenue is vanity, profit is sanity, cash is reality. Know all three."
El objetivo es mantener la empresa financieramente saludable para que pueda seguir construyendo productos y sirviendo usuarios.