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Accounting and 
Financial Statements 101 
For everyone but bean counters 
(especially rogue startup badasses) 
Peter Kos 
@peterkosjr 
linkedin.com/in/peterkosjr 
! 
! 
#DENStartupWeek 
1
2
Discussion 
• Financial Statements 
• Forecasting, Business Planning & Cash Flow 
• Capex and Depreciation 
• Accounting Software and Charts of Accounts 
• Other considerations 
• Valuation and cost of capital 
4
Broad Arcs 
• You as the CEO are where Finance, Operations, 
Planning/Forecasting, and Marketing converge 
• All business plans are always wrong. 
Per io d! 
• Have some idea of your exit before hiring a CFO 
• Be candid about your skills in these areas 
• Plan top-down and bottom-up 
• It’s about execution, not an idea - focus on the hard 
stuff
Financial Statements 
• Income Statement 
• Balance Sheet 
• Statement of Cash Flows 
• Statement of Shareholder’s Equity 
6
7
8
Balance Sheet 
September 30, 2014 
9
Balance Sheet 
September 30, 2014 
10
Chart of Accounts 
• Income Statement Accounts 
• Balance Sheet Accounts 
• Trial Balance 
11
Working Capital 
Current Assets - Current Liabilities 
Current: within 12 months 
(Is this accessible money?) 
12
Working Capital 
Current Assets - Current Liabilities 
Inventory Tax Payments Payable 
Accounts Receivable Accounts Payable 
Note Receivable Note Payable 
Cash !
Cash Flow Statement 
14
Real Cash Flow Statement
Forecasting 
• All forecasts are always wrong 
• Tests fundamental 
assumptions about the 
business model 
• Consider your revenue model 
- if you are buying every 
customer, you’re dead 
• Balance Sheet Forecasts 
essential, but painful 
16
Breakeven Analysis 
• The break-even number is 
less important than the 
“minimum viable business” 
• Manufacturing business often 
think in terms of “cost plus” 
and then attempt to minimize 
costs / improve margin 
• Cost base (fixed costs) 
divided by gross margin = 
break-even sales 
• Caution: this is not = cash 
flow positive 
17
Capex 
Capex = Capital Expenditure = 
Fixed Asset 
Depreciation = Cost of fixed 
asset / life expectancy 
Depreciation Expense = not a 
cash outlay 
Makerbot Replicator 
Cost 
$2,950 
Life Expectancy (Useful 
Life) 
in Months 
36 
Monthly Depreciation 
Expense 
81.94
Capex Risk / Return 
Cost: $10,000 
Profit: 2,500 yearly 
Cost: 
$5,000 
Profit: 
$1,250 
yearly 
Cost: 
$5,000 
Profit: 
$1,250 
yearly 
19
Debt vs. Equity 
The cost of capital 
$ $$$$ 
Debt Equity 
20
Read this book before 
looking for equity money: 
Venture Capital 
Private Equity 
ESOPs
Valuation 
22
Pitfalls 
• Don’t plan “downhill, with a tailwind” 
• Growth is rarely exponential or even 
linear after the “honeymoon” 
• Beware step costs 
• Manufacturing, service, software, and 
distribution businesses all have 
different growth drivers 
• Selling more to your customers vs 
selling to more customers 
• Plan for availability of capital before 
you need it 
• Factoring = Bad 
23
A/B testing 
CPM Churn 
COA 
Ratios 
Competitive Moat 
Conversion Rate 
Sales Pipeline 
Channel KPIs 
24
Accounting Software 
• Xero 
• Zoho Books 
• Freshbooks.com 
• Account Edge 
• Quickbooks 
• Peachtree / Sage 
• Less Accounting 
• Intaact, NetSuite, etc. 
25
A Shameless Plug 
Come spend the weekend with me 
! 
No, I didn’t mean it that way 
! 
Well, ok…if you really want to 
! 
@peterkosjr 
pkos@netpositiveco.org 
26
Thanks Swiftpage ! 
slideshare.net/PeterKosJr/acct101denstartupweek2014 
! 
! 
@peterkosjr 
! 
linkedin.com/in/peterkosjr 
! 
peterkosjr@gmail.com 
! 
! 
27

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Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
 

Accounting 101 for Entrepreneurs - Denver Startup Week 2014

  • 1. Accounting and Financial Statements 101 For everyone but bean counters (especially rogue startup badasses) Peter Kos @peterkosjr linkedin.com/in/peterkosjr ! ! #DENStartupWeek 1
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  • 4. Discussion • Financial Statements • Forecasting, Business Planning & Cash Flow • Capex and Depreciation • Accounting Software and Charts of Accounts • Other considerations • Valuation and cost of capital 4
  • 5. Broad Arcs • You as the CEO are where Finance, Operations, Planning/Forecasting, and Marketing converge • All business plans are always wrong. Per io d! • Have some idea of your exit before hiring a CFO • Be candid about your skills in these areas • Plan top-down and bottom-up • It’s about execution, not an idea - focus on the hard stuff
  • 6. Financial Statements • Income Statement • Balance Sheet • Statement of Cash Flows • Statement of Shareholder’s Equity 6
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  • 10. Balance Sheet September 30, 2014 10
  • 11. Chart of Accounts • Income Statement Accounts • Balance Sheet Accounts • Trial Balance 11
  • 12. Working Capital Current Assets - Current Liabilities Current: within 12 months (Is this accessible money?) 12
  • 13. Working Capital Current Assets - Current Liabilities Inventory Tax Payments Payable Accounts Receivable Accounts Payable Note Receivable Note Payable Cash !
  • 15. Real Cash Flow Statement
  • 16. Forecasting • All forecasts are always wrong • Tests fundamental assumptions about the business model • Consider your revenue model - if you are buying every customer, you’re dead • Balance Sheet Forecasts essential, but painful 16
  • 17. Breakeven Analysis • The break-even number is less important than the “minimum viable business” • Manufacturing business often think in terms of “cost plus” and then attempt to minimize costs / improve margin • Cost base (fixed costs) divided by gross margin = break-even sales • Caution: this is not = cash flow positive 17
  • 18. Capex Capex = Capital Expenditure = Fixed Asset Depreciation = Cost of fixed asset / life expectancy Depreciation Expense = not a cash outlay Makerbot Replicator Cost $2,950 Life Expectancy (Useful Life) in Months 36 Monthly Depreciation Expense 81.94
  • 19. Capex Risk / Return Cost: $10,000 Profit: 2,500 yearly Cost: $5,000 Profit: $1,250 yearly Cost: $5,000 Profit: $1,250 yearly 19
  • 20. Debt vs. Equity The cost of capital $ $$$$ Debt Equity 20
  • 21. Read this book before looking for equity money: Venture Capital Private Equity ESOPs
  • 23. Pitfalls • Don’t plan “downhill, with a tailwind” • Growth is rarely exponential or even linear after the “honeymoon” • Beware step costs • Manufacturing, service, software, and distribution businesses all have different growth drivers • Selling more to your customers vs selling to more customers • Plan for availability of capital before you need it • Factoring = Bad 23
  • 24. A/B testing CPM Churn COA Ratios Competitive Moat Conversion Rate Sales Pipeline Channel KPIs 24
  • 25. Accounting Software • Xero • Zoho Books • Freshbooks.com • Account Edge • Quickbooks • Peachtree / Sage • Less Accounting • Intaact, NetSuite, etc. 25
  • 26. A Shameless Plug Come spend the weekend with me ! No, I didn’t mean it that way ! Well, ok…if you really want to ! @peterkosjr pkos@netpositiveco.org 26
  • 27. Thanks Swiftpage ! slideshare.net/PeterKosJr/acct101denstartupweek2014 ! ! @peterkosjr ! linkedin.com/in/peterkosjr ! peterkosjr@gmail.com ! ! 27