FinFutur works with founders and finance teams on the decisions that shape a company's financial direction — planning, forecasting, capital structure, and cost discipline — with practical, hands-on guidance rather than generic advice.
Focused engagements built around the financial questions that actually slow businesses down.
Building a clear, workable financial plan tied to your actual business goals — not a generic template.
Getting visibility into where money is going, what's coming, and where the pressure points will show up first.
Preparing the numbers, narrative, and structure needed to raise capital or negotiate financing with confidence.
A practical look at where spend is working for the business and where it quietly isn't.
Pulled live from Economic Times Markets each time this page loads.
Set your current monthly revenue and costs, expected growth, and a time horizon — see how the gap between revenue and expenses plays out.
This is a simplified, straight-line projection meant to explore scenarios — it doesn't account for seasonality, one-off costs, taxes, or funding events. Useful for direction, not for financial statements.
Type your own numbers in and see each statement build itself — a quick way to see where you stand before formalizing anything in accounting software.
These figures stay in your browser only — nothing is saved or sent anywhere. For a downloadable version with month-by-month columns and formulas, use the Excel templates available on request.
Calculated automatically from the numbers in your P&L and Balance Sheet above — edit those figures and these update too.
Healthy ranges shown here are general rules of thumb — they vary meaningfully by industry, business model, and growth stage, so treat them as a starting point for a conversation, not a verdict.
Practical starting points, free to use — not a substitute for advice specific to your business.
Cash on hand, money coming in over the next 4 weeks, and money going out over the next 4 weeks. Most cash crunches are visible weeks in advance if these three are tracked consistently — the businesses that get caught off guard are almost always the ones checking their bank balance instead of their pipeline.
A rolling 13-week view — updated weekly, not monthly — gives far more warning than standard accounting ever will, especially for businesses with uneven revenue timing. Thirteen weeks is long enough to see a problem coming and short enough that the numbers stay realistic instead of turning into guesswork.
Start at gross margin, not the bottom line — it tells you whether the core business model works before overhead and financing decisions cloud the picture. If gross margin is healthy but the bottom line isn't, the problem is usually structural, not operational — a different conversation entirely.
Profit is an accounting figure; cash is a timing problem. A business can be profitable on paper and still run out of money if customers pay slowly, inventory ties up capital, or growth itself consumes cash faster than it returns it. Growth is often the cause, not the cure.
A hypothetical scenario — not a real client — to show what the four-step approach looks like applied to an actual situation.
A growing distribution business is profitable on paper, but repeatedly tight on cash by the third week of every month — payroll and supplier payments keep landing before customer payments come in.
A short set of conversations with the founder and finance lead surface the real pattern: customer payment terms are 45 days, but supplier terms are 15 — a structural mismatch, not a spending problem.
Mapping actual cash timing (not just totals) shows the gap is roughly three weeks wide every cycle, and it widens further whenever a large order comes in — meaning growth is making the problem worse, not better.
Options are laid out plainly: renegotiate supplier terms, introduce early-payment incentives for customers, or arrange short-term working capital — each with its real cost and trade-off, not a single "right answer" handed down.
The business moves on two fronts at once — a modest early-payment discount for its largest customers, and a small working-capital line held in reserve rather than drawn immediately — closing the timing gap without over-borrowing.
This example is illustrative only, built to show how the approach applies in practice — it does not describe a real client or engagement.
The things people usually ask before reaching out.
No — FinFutur provides strategic and analytical consulting on business finances, not certified or licensed financial, investment, tax, or legal advice. For regulated matters, work with a licensed professional in that area alongside this engagement.
Primarily small to mid-sized businesses that need practical financial thinking but don't have (or don't yet need) a full-time finance leader. If you're not sure it's a fit, the first conversation will make that clear quickly.
It depends entirely on the problem — some questions are answerable in a focused week or two, others (like an ongoing forecasting process) run longer. Scope gets defined after the first conversation, not before.
Yes. Anything shared during an engagement is treated as confidential, and a formal confidentiality agreement can be put in place before any detailed information is exchanged, if you'd like one.
Pricing depends on scope, so there isn't a fixed rate card — the first conversation is free, and any proposal that follows will lay out cost and scope clearly before anything is agreed.
Straightforward, in order, with no black boxes.
Understand the business, the numbers, and the actual problem behind the request.
Pull the financials apart to see what's really driving the outcome.
Turn the analysis into a specific, sequenced plan — not just recommendations.
Work alongside your team to put the plan into motion and adjust as things change.
FinFutur is a founder-led consulting practice, built to bring clear, practical financial thinking to growing businesses.
This is a new practice — early engagements are an opportunity to work closely together and build something genuinely useful, with full attention rather than a stretched-thin team.
Financial consulting is often either too generic to be useful or too dense to act on. FinFutur is built around the opposite: specific to your numbers, and structured so you can actually execute on it.
Every engagement starts with a conversation, not a proposal — so the scope fits the actual problem, not a fixed package.
FinFutur provides strategic and analytical support on business finances — not certified or licensed financial, investment, tax, or legal advice. For regulated matters (audits, statutory tax filings, investment advisory, legal structuring), please work with a licensed professional in that area alongside this engagement.
Reach out and describe what you're working through — cash flow, a raise, cost structure, or something else entirely.
hello@finfutur.com