Team bottomline update #1
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This document outlines the objectives and progress of Team Bottom Line in developing financial projections for two startup companies, Speakamos and Mindful Health. The team aims to provide pro forma balance sheets and income statements by March 16th and develop a cash flow projection model by April 13th. They have met with company directors, developed financial statement templates, and researched exit strategies. Their next steps are to organize financial information for projections while gaining real world experience applying classroom knowledge.
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Update 3
This document provides a summary of work done by Team Bottomline to develop financial statements for two startup companies, Speakamos and Mindful Health. It outlines objectives to produce pro forma balance sheets and income statements by April 13th and a cash flow projection model by May 4th. The team met with representatives from the companies to collect financial information, drafted balance sheet templates, and discussed funding options. They also had a follow up meeting to discuss expenses in more detail and reflect on lessons learned around timelines and working with early-stage startups.
After the meeting
This document outlines the key responsibilities of a company secretary after a meeting. These include:
1. Drafting meeting minutes within 30 days and getting them signed by the chairman.
2. Depositing any dividend amounts declared into a separate bank account labeled for the appropriate year within 7 days of declaration.
3. Arranging for the issuance of any dividend warrants within 30 days of the dividend declaration and arranging for payment through an authorized bank.
Planning your Financial Future
Planning your financial future is important for long term security and peace of mind. You should assess your current financial situation including income, expenses, savings, and debts. Then determine your financial goals for things like retirement, children's education, vacations, and emergencies to develop a strategy and budget to achieve them over time.
Mbai itm u1.2 planning
Planning is the process of determining organizational strategies and objectives to bridge the gap between the present and desired future state. The planning process involves establishing objectives, building premises, collecting and analyzing data, determining alternative courses of action, evaluating alternatives, selecting a course of action, preparing derivative plans, and providing follow-ups. Effective planning requires establishing SMART goals, making assumptions about the future, using relevant data, considering alternatives, assessing profitability, carefully selecting a plan, creating subsidiary plans, and keeping track of progress through follow-ups. Limitations to effective planning include difficulties with accurate forecasting, rapid external changes, internal inflexibilities, time and cost constraints, and failures in the planning process itself.
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The document summarizes an OpenStack Content Team meeting in March 2014. It discusses goals of leveraging community resources and expertise to produce diverse content. The team aims to identify content gaps, maintain consistent branding, and keep content up to date. Near term goals include updating existing materials, producing Icehouse release documentation, and summit preparation. The team seeks help with user interviews and profiles for the summit and asks for feedback on communication and future meetings.
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Team Introduction Presentation Template
A simple, flexible presentation template to introduce your team. Ideas: embed in a blog or website, post to social media channels, email to family and friends.
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Update 3
This document provides a summary of work done by Team Bottomline to develop financial statements for two startup companies, Speakamos and Mindful Health. It outlines objectives to produce pro forma balance sheets and income statements by April 13th and a cash flow projection model by May 4th. The team met with representatives from the companies to collect financial information, drafted balance sheet templates, and discussed funding options. They also had a follow up meeting to discuss expenses in more detail and reflect on lessons learned around timelines and working with early-stage startups.
After the meeting
This document outlines the key responsibilities of a company secretary after a meeting. These include:
1. Drafting meeting minutes within 30 days and getting them signed by the chairman.
2. Depositing any dividend amounts declared into a separate bank account labeled for the appropriate year within 7 days of declaration.
3. Arranging for the issuance of any dividend warrants within 30 days of the dividend declaration and arranging for payment through an authorized bank.
Planning your Financial Future
Planning your financial future is important for long term security and peace of mind. You should assess your current financial situation including income, expenses, savings, and debts. Then determine your financial goals for things like retirement, children's education, vacations, and emergencies to develop a strategy and budget to achieve them over time.
Mbai itm u1.2 planning
Planning is the process of determining organizational strategies and objectives to bridge the gap between the present and desired future state. The planning process involves establishing objectives, building premises, collecting and analyzing data, determining alternative courses of action, evaluating alternatives, selecting a course of action, preparing derivative plans, and providing follow-ups. Effective planning requires establishing SMART goals, making assumptions about the future, using relevant data, considering alternatives, assessing profitability, carefully selecting a plan, creating subsidiary plans, and keeping track of progress through follow-ups. Limitations to effective planning include difficulties with accurate forecasting, rapid external changes, internal inflexibilities, time and cost constraints, and failures in the planning process itself.
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Want to learn more about Budget Management in The Financial Edge or need a quick refresher? Join us for an overview on the basics of entering budgets and test your skills on budget tools designed to make preparing budgets even easier. Plus, our expert will demonstrate how to import budgets into an Excel® spreadsheet.
Content team march 2014 update
The document summarizes an OpenStack Content Team meeting in March 2014. It discusses goals of leveraging community resources and expertise to produce diverse content. The team aims to identify content gaps, maintain consistent branding, and keep content up to date. Near term goals include updating existing materials, producing Icehouse release documentation, and summit preparation. The team seeks help with user interviews and profiles for the summit and asks for feedback on communication and future meetings.
Purley BID update to bid supporters 2014 Nov 18
This document provides an update on the Purley Business Improvement District (BID). It discusses progress obtaining a grant from the Greater London Authority (GLA) including revising the submission based on GLA feedback. It outlines next steps of creating a BID board and governance structure, receiving the grant, and delivering the ballot process. The document also discusses conducting additional census work with businesses to obtain the desired 40% positive response rate to surveys in support of establishing a 2% levy.
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Speakamos update
The team is developing financial projections for two startups, Speakamos and Enso Data. They have created pro forma balance sheets and income statements, and are building a cash flow projection model. Their next steps are to continue refining expenses and coordinating over spring break to deliver the financial projections and business plan to the founders for a competition submission. A lesson is that predicting cash flows for early startups is difficult.
Team Bottomline
The document summarizes the work of a team to develop financial projections for two startups. It outlines two key objectives: 1) provide pro forma balance sheets and income statements by a certain date, and 2) develop a cash flow projection model by another date. It then provides updates on achieving each objective, noting any challenges encountered and grades for completion. In the end, it confirms the team's mission was achieved and reflects on the educational experience and opportunity to apply skills to real-life scenarios.
Team Bottomline (with link)
The document summarizes the work of a team to develop financial projections for two startups. It outlines two key objectives: 1) provide pro forma balance sheets and income statements by a certain date, and 2) develop a cash flow projection model by another date. It then provides updates on achieving each objective, noting any challenges encountered and grades for completion. In the end, the team was able to achieve its overall mission through maintaining communication and responding to changes.
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Brought to you by Scribe Academy™
What can I do now to prepare for Year End?
Do:
- Ensure all cashbook data is accurate
- Completely monthly bank reconciliations up to date
- Collate data for your VAT Return/Claim if possible
- Familiarise yourself with instructions from the auditor
- Refer to the JPAG Practitioners Guide
Don’t:
- Expect no/little additional workload
Internal Audit Report - The internal audit considers the adequacy and effectiveness of the council’s procedures and internal controls. This should be carried out at least annually but the scope and extent will largely depend on the size of the council.
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The Annual Governance Statement is used to review the effectiveness of the system of internal controls and requires a ‘Yes’ or ‘No’ response to a set of statements. ‘No’ answers must be accompanied by a separate sheet identifying weaknesses and how they will be addressed.
Section 2: The Accounting Statements
Receipts & Payments – take the figures directly from the cashbook, splitting the amounts into the relevant boxes (i.e. Precept and Other Income).
Income & Expenditure – the JPAG expects you to work in R&P throughout the year and convert to I&E at Year-End, which involves a little more work! Here are a couple of elements for you to consider:
Exclude VAT – this will constitute a debtor or creditor at Year-End.
Add adjustments (e.g. creditors, debtors, prepayments etc) – consider the materiality & regularity. Ensure last years adjustments are reversed.
Publication Requirements (if not exempt from audit):
- The Annual Governance Statement
- The Accounting Statements
- A declaration that the accounts are as yet unaudited
- Details of the arrangements of the Exercise of Public Rights
- The name and address of the External Auditor
Following the external audit:
- Notice of the Conclusion of Audit
- Annual Governance Statement and the Accounting Statements including any amendments
- External Auditor Report & Certificate
⚖️ Introducing Scribe Accounts
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Key Features Include:
✅ Transaction input and editing
✅ Bank Reconciliations
✅ VAT Returns to Making Tax Digital portal
✅ Invoicing & Purchase Orders
✅ Budgeting & Forecasting
✅ Annual Return/ Year-End
All Scribe products come with:
👩🏻🎓 Free Training
👐 Unlimited Support
🧑🏻🤝🧑🏻 Unlimited Users
👩💻 Unlimited Software upgrades
What to find out more?
🌐 https://www.scribeaccounts.com/features
📧 hello@scribeaccounts.com
☎️ 01603 856521
🚀 https://www.scribeaccounts.com/demo-request
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Team ZCAMP designed and sold t-shirts to raise funds for Alzheimer's Association and cancer research. They sold 1 construction shirt for $12 and 7 Alzheimer's walk shirts for $13.99-$15.99 each, but did not meet their fundraising goals. Their target markets were individual students, construction companies, and Alzheimer's walk volunteers and committees. They used connections on Facebook and through organizations to promote the shirts but faced challenges with communication, relying only on social media, and selling to businesses. Their lessons learned included getting guarantees instead of maybes, selling to groups rather than individuals, and improving communication and time management.
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Similar to Team bottomline update #1
Speakamos update
The team is developing financial projections for two startups, Speakamos and Enso Data. They have created pro forma balance sheets and income statements, and are building a cash flow projection model. Their next steps are to continue refining expenses and coordinating over spring break to deliver the financial projections and business plan to the founders for a competition submission. A lesson is that predicting cash flows for early startups is difficult.
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The document summarizes the work of a team to develop financial projections for two startups. It outlines two key objectives: 1) provide pro forma balance sheets and income statements by a certain date, and 2) develop a cash flow projection model by another date. It then provides updates on achieving each objective, noting any challenges encountered and grades for completion. In the end, it confirms the team's mission was achieved and reflects on the educational experience and opportunity to apply skills to real-life scenarios.
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The document summarizes the work of a team to develop financial projections for two startups. It outlines two key objectives: 1) provide pro forma balance sheets and income statements by a certain date, and 2) develop a cash flow projection model by another date. It then provides updates on achieving each objective, noting any challenges encountered and grades for completion. In the end, the team was able to achieve its overall mission through maintaining communication and responding to changes.
Budget preparation
The document outlines the budget preparation process for a local government over 8 steps from issuing guidelines in September to finalizing revisions in June. It also defines the two types of budgets as non-development and development. Non-development includes salaries and non-salaries estimates while development includes approved schemes. Various forms are mentioned for preparing, submitting, and monitoring the budget.
Annual Marketing Strategy Planning
This document discusses best practices for annual marketing strategy planning. It recommends starting the planning process in late fall and writing goals and objectives that align with business priorities. The planning process should involve gathering employee and customer feedback, conducting a SWOT analysis, and determining goals, tactics, and key performance indicators for the next 1-3 years. Progress should be reviewed quarterly and the strategic plan updated as needed to accommodate changes.
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1) Commit to regular strategic planning meetings to discuss big issues and draft a strategic planning document over several months.
2) The strategic planning document should include sections like mission, vision, goals, objectives, and action plans.
3) Implementation is key - choose leaders, set review meetings, and focus on achievable goals that can be accomplished over staged timelines.
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Ian Galbraith resume-2Feb15
Ian Galbraith is a highly skilled financial accounting manager with over 25 years of experience. He has particular expertise in statutory and corporate financial reporting, management reporting, internal controls, company secretarial duties, and project management. Currently, he works as the Manager of Corporate Reporting at La Trobe University, where he has worked for over 20 years preparing annual financial reports, managing a team, and providing financial advice to senior management. He has a Bachelor's degree in Economics and is a Chartered Accountant.
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This document discusses money management and budgeting. It encourages students to think about the challenges they face with budgeting and solutions they have developed. It also prompts students to complete a monthly budget spreadsheet to reduce any gaps between their ideal and actual budgets. Finally, it discusses how keeping a monthly budget connects to achieving short and long-term goals and how budgets may need to change as goals evolve.
18 developing an action plan
To develop an effective action plan, one must first set long-term goals by envisioning where they want to be in 5, 10, or more years. They then work backwards to establish short-term goals for the next month, year, and five years to achieve the long-term vision. It is important to prioritize goals by focusing on the most important ones and adding more over time as initial goals are accomplished. Creating a sample plan with specific short-term goals can help achieve a long-term goal like running a marathon within 5 years.
The Secret to Mastering Year End for Town & Parish Councils
- Tips on Preparing for Year End
- Completing the AGAR
- Signing & Publication of Documents
- Looking Forward to the New Financial Year
The Secret to Mastering Year End for Town & Parish Councils 2024
Slides from the Scribe Academy Webinar The Secret to Mastering Year End for Town and Parish Councils.
BUDGETING PROCESS.pptx
The document outlines the budgeting process for a hospital. It begins by listing the group members involved and then defines what a budget is. It describes the different types of budgets including operating, capital, cash budgets. It explains the purposes of developing a budget and key requirements for a meaningful budget. It also describes different budget allocation methods and the nursing budgeting process. Finally, it provides an 8 step process for managing the overall budgeting process for an organization.
The Budget Primer: Building and Using Budgets Better
Through real world nonprofit examples, learn how to build a budget and then use that budget to further the organization's mission.
How to Complete Year-End & AGAR for Parish and Town Council Accounts 2022
Brought to you by Scribe Academy™
What can I do now to prepare for Year End?
Do:
- Ensure all cashbook data is accurate
- Completely monthly bank reconciliations up to date
- Collate data for your VAT Return/Claim if possible
- Familiarise yourself with instructions from the auditor
- Refer to the JPAG Practitioners Guide
Don’t:
- Expect no/little additional workload
Internal Audit Report - The internal audit considers the adequacy and effectiveness of the council’s procedures and internal controls. This should be carried out at least annually but the scope and extent will largely depend on the size of the council.
Section 1: Annual Governance Statement
The Annual Governance Statement is used to review the effectiveness of the system of internal controls and requires a ‘Yes’ or ‘No’ response to a set of statements. ‘No’ answers must be accompanied by a separate sheet identifying weaknesses and how they will be addressed.
Section 2: The Accounting Statements
Receipts & Payments – take the figures directly from the cashbook, splitting the amounts into the relevant boxes (i.e. Precept and Other Income).
Income & Expenditure – the JPAG expects you to work in R&P throughout the year and convert to I&E at Year-End, which involves a little more work! Here are a couple of elements for you to consider:
Exclude VAT – this will constitute a debtor or creditor at Year-End.
Add adjustments (e.g. creditors, debtors, prepayments etc) – consider the materiality & regularity. Ensure last years adjustments are reversed.
Publication Requirements (if not exempt from audit):
- The Annual Governance Statement
- The Accounting Statements
- A declaration that the accounts are as yet unaudited
- Details of the arrangements of the Exercise of Public Rights
- The name and address of the External Auditor
Following the external audit:
- Notice of the Conclusion of Audit
- Annual Governance Statement and the Accounting Statements including any amendments
- External Auditor Report & Certificate
⚖️ Introducing Scribe Accounts
Scribe products are super easy to use, purpose-built for parish, town and community councils. It's a cloud application accessible via a web browser on your desktop, laptop, iPad or mobile device.
Key Features Include:
✅ Transaction input and editing
✅ Bank Reconciliations
✅ VAT Returns to Making Tax Digital portal
✅ Invoicing & Purchase Orders
✅ Budgeting & Forecasting
✅ Annual Return/ Year-End
All Scribe products come with:
👩🏻🎓 Free Training
👐 Unlimited Support
🧑🏻🤝🧑🏻 Unlimited Users
👩💻 Unlimited Software upgrades
What to find out more?
🌐 https://www.scribeaccounts.com/features
📧 hello@scribeaccounts.com
☎️ 01603 856521
🚀 https://www.scribeaccounts.com/demo-request
12 Ways to Budget Better
What would you say if we told you that its possible to cut out weeks or months from your budgeting process?
Let's face it: budgeting for many organizations is PAINFUL!
Jointly defining what you need to focus on for the next 12 to 24 months is difficult enough, but then you need to encapsulate all of that into a financial budget – this can take weeks and months to complete.
The good news is: there is a better way to budget.
The Secret to Mastering Year End for Town & Parish Councils 2022
This document provides guidance for town and parish councils on preparing for their year-end processes. It outlines key steps like ensuring accurate record keeping and monthly bank reconciliations. It explains the different accounting approaches of receipts and payments or income and expenditure based on council size. The Annual Governance and Accountability Return (AGAR) is discussed, including the internal audit report, annual governance statement, and accounting statements sections. Guidance is provided on signing off documents, publication requirements, and setting up accounts for the new financial year.
MAC March 2015 presentation
Oakland County's approach to three-year budgeting involves leadership from elected officials, a long-range planning process, setting multi-year targets, monitoring budgets quarterly, and navigating challenges through addressing myths and using incentives. This approach has realized value through achieving a stable general fund balance, cumulative savings of $65 million annually from incremental changes over time, and establishing the county's resiliency for long-term financial stability.
Budgeting
Budgets are financial plans prepared in advance to help achieve objectives. There are various types including sales, production, cash budgets. Budgetary control involves establishing budgets, comparing actuals to budgets, analyzing variances, and revising budgets. The key purposes of budgeting and budgetary control are planning, coordination, communication, motivation, control, and performance evaluation. It helps management anticipate the future, coordinate departments, pinpoint inefficiencies, and direct resources for maximum profit.
Similar to Team bottomline update #1 (20)
Budgeting control and Reconciliation management.pptx
Budgeting control and Reconciliation management.pptx
The Secret to Mastering Year End for Town & Parish Councils
The Secret to Mastering Year End for Town & Parish Councils
The Secret to Mastering Year End for Town & Parish Councils 2024
The Secret to Mastering Year End for Town & Parish Councils 2024
The Budget Primer: Building and Using Budgets Better
The Budget Primer: Building and Using Budgets Better
How to Complete Year-End & AGAR for Parish and Town Council Accounts 2022
How to Complete Year-End & AGAR for Parish and Town Council Accounts 2022
The Secret to Mastering Year End for Town & Parish Councils 2022
The Secret to Mastering Year End for Town & Parish Councils 2022
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The team sold 146 shirts for their sole customer, Kappa Kappa Gamma, for a total of $1978.50. Their printing costs were $1,708.20 plus fees of $197.85, for a total cost of $1,906.05. They made a small profit of $72.45. Their main challenges were communicating pricing details with the printer and not being aware of additional "Greek royalty" fees, but overall it was low stress with a guaranteed customer.
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Team ZCAMP designed and sold t-shirts to raise funds for Alzheimer's Association and cancer research. They sold 1 construction shirt for $12 and 7 Alzheimer's walk shirts for $13.99-$15.99 each, but did not meet their fundraising goals. Their target markets were individual students, construction companies, and Alzheimer's walk volunteers and committees. They used connections on Facebook and through organizations to promote the shirts but faced challenges with communication, relying only on social media, and selling to businesses. Their lessons learned included getting guarantees instead of maybes, selling to groups rather than individuals, and improving communication and time management.
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The BadgerFit team sold 74 items of workout clothing for a total of $1,959 in sales and $370.08 in profits. Their target market was UW-Madison students and alumni looking to maintain a healthy lifestyle. They marketed their products on social media and through word of mouth. While the wholesale prices of shirts presented a challenge, they overcame it by finding a supplier with reasonably priced wholesale options, allowing for more profit.
#SaveOurUW Shirts
The group designed and attempted to sell #SaveOurUW t-shirts to raise awareness for keeping the University of Wisconsin affordable and accessible. They sold 7 shirts for $111.93 but did not meet the 12 shirt minimum order so received no profit and had to refund customers. They faced challenges in marketing, promoting, and finalizing sales of the shirts. Key lessons learned included not relying on organizations for help, avoiding politically-focused designs, and focusing on sales conversions.
Keine Namen - Steinjäger
The document discusses a student t-shirt sales project called "Keine Namen" that generated $403.22 in sales but no profit. It sold 15 sleeveless and 15 short sleeve shirts. It describes how each student made a list of connections to contact for sales and designed shirts for a women's company. They negotiated the price to leave little profit and sold directly to avoid shipping costs. It notes challenges like timing, being the mediator, sales deadlines, different customer types, and costs. Lessons learned include being wary of family work, improving negotiations, learning ordering processes, earlier contact, and using an open cart with a public option.
Mhr 322 victorious secret
The team sold 15 t-shirts totaling $270 in sales and earning a profit through a farmers' market t-shirt sales campaign. Key customers included market enthusiasts, county employees, and vendors. Challenges included a backing out partner, unclear bulk order size, price issues, and slow response times. Lessons learned were to establish per-shirt pricing upfront, follow up clearly with customers, ask definitive questions, and obtain all details from the vendor for clarity.
Mhr 322 final presentation
The document summarizes sales and profits from t-shirt sales for two organizations, Engineers Without Borders (EWB) and Fetch. A total of 98 shirts were sold for $1,636 in total sales, generating $581 in total profits. The profits from both organizations' shirt sales were donated back to the respective organizations. Lessons learned included finding a niche customer base, being open to changing strategies, and having alternative design options.
Team CCJK: T-Shirt Presentation
The senior class at Brookfield East High School sold t-shirts for the annual Senior Ball event held on March 7, 2015. They sold 251 shirts for $20 each, which included both the ticket and shirt. The shirts cost $7.76 each to produce, allowing the group to make around a 15% profit totaling $1949.66. They worked closely with school advisors and students to design the shirts, find a supplier, and market the shirts to meet the needs of attendees for the annual event. Some challenges included design options, printing restrictions, and coordinating between the school and supplier. Their advice is to not procrastinate, utilize your network, be persistent, and find an event to aim t-
Mhr 322 so he superstarz final t-shirt project
The document summarizes two shirt sales projects for the Student Retail Association (SRA) and a local bank. The SRA project broke even with sales of 26 shirts while the bank project made a $300 profit selling 300 shirts and marking each shirt up $1. Challenges included not realizing different font styles counted as separate designs and issues with hidden fees from the t-shirt vendor. Lessons included starting early in the sales process, finding a collaborative company partner, and designing for a specific event or audience.
MHR Final Presentation Group 7
Group 7 designed and sold t-shirts for the Mifflin Street Block Party through an online store cart. They sold 537 shirts through the Mifflin cart for a total of $12,645.86 and profit of $1634.48. Additional shirts were sold through other campus groups for a total revenue of $11,505.55 and 693 items sold overall. Customers included UW-Madison students, Mifflin attendees from other schools, and Facebook friends. Key lessons were to end carts early to avoid stress, market to an excited audience, make designs fit the event, and use social media to promote.
Polo Club/Verona T-Shirt Presentation
Details discussing our MHR 322 T-shirt project on our Verona High School T-shirts and our Polo Club of UW-Madison T-shirts.
MHR T-shirt project slides
The document summarizes a t-shirt sales project conducted by four students. They sold 219 t-shirts for a total of $2,867.74 in sales but did not make a profit. They provided shirts to three customers - a tree company for rebranding, a volunteer organization, and an executive team - and sold the shirts to the customers at cost. The students identified customer needs, designed shirts, quoted prices, and fulfilled orders. They overcame challenges like delays and miscommunications by working as a team and communicating well with customers and designers. Lessons learned included ensuring customer commitment and having backup plans.
JARS T shirt presentation
Team JARS sold t-shirts for Madison March Madness and MobCraft Beer. They sold 13 shirts for each, with sales of $143.98 and $203.71 respectively but no profit due to $0 costs. Their target customers were UW basketball fans and students for Madison March Madness, and MobCraft fans, local beer enthusiasts, and students for MobCraft. They marketed through social media posts and emails to local clubs. Key challenges were the NCAA trademark, timing for March Madness, and high t-shirt costs. Lessons were to focus on existing target markets, bulk orders are most effective, and consider alternative t-shirt suppliers.
Falcon punch enterprises final presentation
Falcon Punch Enterprises sold 1000 t-shirts for their football giveaway promotion. They sold S-XL shirts for $3.86 each and XXL shirts for $4.86 each, bringing in total sales of $4,177.80 with profits of $277.20 after accounting for a 7% finder's fee. They worked with a sales representative from Anheuser-Busch to design shirts, negotiated pricing and quantities, and pivoted from their original "#BarstoolOpen" design to one more suitable within their budget. They faced challenges with negotiating margins, fees, revisions, and bureaucratic issues but learned to brainstorm guaranteed customers, scrap ideas quickly, document all agreements, and focus on the
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- 2. ● Developing Financials for Speakamos and Mindful Health ● Objectives o Provide pro forma Balance Sheet and Income Statements by update two (3/16). o Develop Cash Flow Projection model by third project update presentation (4/13/15). Project Overview
- 3. ● Meeting with director of Burrill competition ● Focus on projections for main financial statements ● Do not complete valuations ● 3 year projections, Year 1 monthly, Year 2-3 quarterly ● Create credible plan of action ● Document how we came up with the numbers What We’ve Done Since
- 4. ● Meet with Bill and Alex to discuss expenses, other financial information ● Develop templates for financial statements ● Research startup exit strategies Next Steps
- 5. ● Challenge: obtaining and organizing financial info ● Excitements: Using the knowledge we gained from our classes in real world situations Challenges/Excitements/Lessons
Editor's Notes
- Developing BS, IS, CF including assumptions for projections to help with competitions like Burrill and future investors