# Finance Tracker

> Mantiene el estudio rentable y saludable financieramente. Usa este skill para tracking de revenue, análisis de unit economics, burn rate, forecasting, y decisiones financieras informadas.

- Skill: `leandroomargarcia/finance-tracker` (Agent Skill)
- Install (CLI): `npx skillmds@latest add leandroomargarcia/finance-tracker`
- Raw SKILL.md: https://api.skillmd.com/api/skills/leandroomargarcia/finance-tracker/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Finance & Business
- Author: leandroomargarcia (https://skillmd.com/u/leandroomargarcia)
- Updated: 2026-09-22
- Page: https://skillmd.com/skills/leandroomargarcia/finance-tracker

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# 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

```markdown
## 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

```markdown
## 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

```markdown
## 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

1. **Track weekly** - Surprises are bad
2. **Know your numbers** - CAC, LTV, burn should be automatic
3. **Forecast conservatively** - Plan for worst, hope for best
4. **Cut fast if needed** - Don't wait until crisis
5. **Unit economics first** - Growth without profit is vanity
6. **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.