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Small Business Financial Dashboard

Four numbers instead of three statements, and every one of them reconciled to the bank balance rather than to a profit and loss.

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The Owner View

[Company] — four numbers, week ending [date]

Four, and nothing else. A page with fourteen numbers on it has no headline, so anything added here replaces something rather than joining it.

1   Free cash

Bank balances, all accounts
less sales tax collected, not yet remitted
less payroll taxes withheld, not yet paid
less customer deposits on undelivered work
Free cash
Share of the balance that is not the business’s

2   Fixed cost base

A month, from recurrence across twelve months
Items in the base / entered this month / left it
Stoppable inside thirty days

3   Runway, which is three questions rather than one

QuestionAnswer
How long at the current rate
How long if revenue stopped, no action taken
Can we make the next payroll, on collectibles

4   Profit to cash gap

Profit, last full month
Change in the bank balance
Gap, and the three largest lines in it
Of the gap: timing, and permanent

Every one of the four is reconciled to a bank statement rather than to a report. That is the whole design constraint, and it is why there is no profit and loss on this page: the accounting package already produces one, and the owner already has the question it does not answer.

Every free small business financial dashboard template renders the same three statements: a profit and loss, a balance sheet, a cash flow summary, then ten to fifteen ratios and a variance-to-budget table. They answer an accountant's question, which is how the period performed. Under an accrual method income is reported when it is earned rather than when it is paid, so none of them answers the owner's question, which is whether the balance in the account is money the business can spend.

Thornbury Signworks is an invented nine-person sign shop. Twelve months: $1,428,000 of revenue, $148,300 of profit, and a bank balance $56,340 lower at the end of the year than at the start. Both figures are correct, and only one of them was on a report. Nine legitimate lines sit between them, and five of the nine are on no line of a profit and loss at all. Owner draws, loan principal, equipment, tax held and tax paid moved $176,740 out of the account and appeared on nothing.

Then the numerator. The bank said $84,200 on 31 March, of which $23,180 was sales tax collected, $8,940 was payroll tax withheld and $19,500 was prepayment on undelivered work. Free cash was $32,580, so 61.3 percent of the balance belonged to somebody else. The best-known benchmark here, JPMorgan Chase Institute's read of 597,000 small businesses, puts the median cash buffer at 27 days and computes it on the balance. Same arithmetic, wrong numerator.

The four numbers, worked through on one company

The bridge, the free cash calculation, the fixed base read from recurrence, and the three runways it produces.

March, and the bridge to the bank

Thornbury Signworks, invented. A nine-person sign shop: vehicle wraps, storefront signage, one retail counter. Invoices on thirty day terms, holds material inventory, a truck and a plotter on finance, and the owner takes draws.

Profit and loss, MarchAmount
Revenue invoiced$132,400
Cost of sales$84,300
Gross profit, 36.3 percent$48,100
Operating expenses$30,300
Interest$1,150
Net profit, 12.6 percent$16,650

A good month. The bank balance fell $20,880 across the same month, and nothing below is a mistake.

Bridge lineEffect on the bankOn the profit and loss? Timing or permanent
Net profit+$16,650Yes, it is the profit
Increase in receivables−$18,300 YesTiming
Increase in payables+$4,100Yes Timing
Inventory build−$6,800Yes Timing
Owner draws−$9,000 No line at allPermanent
Loan principal repaid−$1,870 No line at allPermanent
Equipment bought−$7,400 No line at allPermanent
Change in tax held+$8,240 No line at allTiming
Estimated tax paid−$6,500 No line at allPermanent
Change in the bank balance−$20,880
Gap between profit and cash$37,530

Five of the nine lines are on no line of a profit and loss. Over twelve months those five netted $176,740 out of the account and appeared on nothing the owner was ever shown. Four of the nine reverse without anybody doing anything, so $12,760 of the March gap is timing and $24,770 is permanent. That last column is the difference between a cash problem and a schedule.

The balance, and how much of it was the business’s

31 March. Four accounts, one of them a card, which is why the arithmetic starts by netting rather than by adding.

AccountBalanceNote
Operating account$61,400The main account
Deposit account$18,900 Where customer deposits are held
Card account−$2,600 Outstanding balance
Tax savings$6,500 Set aside against the next estimate
All accounts$84,200 The number a dashboard divides by the burn
Not the business’s moneyAmountDue
Sales tax collected, not yet remitted$23,180 20 April
Payroll taxes withheld, not yet paid$8,940 15 April
Customer deposits on undelivered work$19,500 On delivery
Held for somebody else$51,620 61.3% of the balance
Free cash$32,580

And what is already committed against it

Committed inside thirty daysAmountDate
Salaried payroll$21,50010 April
Shop and yard rent$6,4001 April
Truck and plotter finance$3,0205 April
Aluminium supplier, agreed$4,10012 April
Committed outflow$35,020
Headroom, free cash less committed−$2,440 Negative

None of the three held obligations is a bank transaction, which is why no dashboard computes this. A feed shows the money arrive, shows it leave on the filing date, and shows nothing in between. Read off the balance the month has $49,180 of headroom. Read off free cash it is $2,440 short, and the April collections are what close it.

The fixed base, read from recurrence rather than from categories

A charge is fixed if it lands in at least 10 of the trailing 12 months and its month-to-month spread is under 15 percent of its own mean. The test runs on the bank feed. The bookkeeper’s category has no vote.

ItemA monthMonthsSpread Bookkeeping categoryFixed by category?
Shop and yard rent$6,40012 2%RentYes
Salaried payroll, three people$21,500 123%Payroll Yes
Payroll taxes on salaried pay$1,880 123%Payroll taxes Yes
Liability, vehicle and workers comp$2,340 120%Job costs No
Truck and plotter finance$3,02012 0%Job costsNo
Software and subscriptions$94012 8%MaterialsNo
Utilities$78011 14%OverheadYes
Phone and internet$31012 2%OverheadYes
Accounting and payroll service$650 120%Overhead Yes
Licences, permits and dues$19010 11%Contract labourNo
Fixed cost base$38,010
The same twelve months, two waysAmount
Fixed base, from recurrence$38,010
Read by category instead$35,640
Error in the total$2,370, or 6%
Fixed spend the categories missed$6,490
Variable spend they counted as fixed$4,120
Error in the composition$10,610, or 27.9%

The total is nearly right and the composition is not. Insurance, finance, software and licences sat in job-cost, materials and contract-labour buckets, so a category reading dropped $6,490 a month that continues whether or not any work comes in, and counted $4,120 that stops on its own. Composition is the only thing this number is for, because the question is what still leaves the account when the work stops.

Three runways, and what one hire does to them

Burn is the trailing three-month average movement in the bank: January +$6,420, February −$2,510, March −$20,880, so $5,657 a month. Three months because one is noise and twelve describes a company that has already changed.

QuestionArithmeticAnswer
What a page-one dashboard prints$84,200 / $5,657 14.9 months
How long at the current rate$32,580 / $5,657 5.8 months
How long if revenue stopped, no action taken $32,580 / $38,01026 days
Can we make the next payroll, on collectibles $55,280 / $38,0101.5 months

The first two differ only in the numerator. The collectible figure is free cash plus $61,400 of receivables due inside thirty days less $38,700 of payables due in the same window, and it deliberately excludes the $22,900 already past due, because money that is late is not a plan.

Coverage and break-even, MarchAmount
Revenue$132,400
Variable cost, once the fixed base is taken out of both buckets $79,610
Contribution, 39.9 percent$52,790
Coverage, contribution over the fixed base1.39
Break-even revenue a month$95,331
Three month reserve target$114,030
Gap to the reserve target$81,450
The hire question, pricedAmount
Salary$68,000
Employer payroll taxes, unemployment, workers comp $7,800
Benefits$2,400
Fully loaded, a year$78,200
A month, added to the fixed base$6,517, up 17.1%
Revenue-stopped runway with the hire22 days
Extra revenue a month to stand still$16,344

Coverage of 1.39 says revenue could fall a bit under thirty percent before the month stopped paying for itself, which is a more useful sentence than any margin percentage. And the year is the finding: $1,428,000 of revenue, $148,300 of profit, $103,000 of it drawn, so $45,300 after the owner is paid. A 10.4 percent margin and a 3.2 percent one are different businesses.

What's in the pack

01

The Owner View

The four numbers on one page and nothing else, with a flags block and a line for the week's decision. A review that never produces one becomes a ritual, and rituals get skipped.

02

Cash Position sheet

Balances across every account, then the three held obligations with their dates, then free cash and the headroom after thirty days of committed outflow. Whether a deposit is refundable is in the agreement.

03

Profit to Cash Bridge sheet

Nine lines from profit to the change in the bank balance, closing to the dollar, each marked timing or permanent. The inventory line is capital held rather than spent, which is a different kind of gap than a missing invoice.

04

Runway sheet

Three figures with the question each answers, the inputs behind each, and the no-action assumption written down on the one that assumes revenue stopped. Plus the reserve target and the gap to it. A runway is months; which week actually runs short is a thirteen week forecast.

05

Fixed Cost Base sheet

Every recurring charge with its months of twelve, its spread, its bookkeeping category, where it lands on the profit and loss, and whether it could actually be stopped inside thirty days.

06

Revenue and Margin Trend sheet

Twelve months of contribution against the fixed base, so coverage and break-even move with the base. One month here came in at 0.95, which means it did not pay for itself. The same coverage arithmetic, run against debt instead of the fixed base, is most of what a lender's own debt service coverage calculation needs next.

07

Metric Definitions

Each of the four in plain language: what it is, what it is not, the arithmetic, and the specific way it gets read wrong. Written for somebody who does not read financial statements.

08

Owner Pay Note

Profit before and after the owner is paid, because a draw is not an expense. Whether a job or a service line is carrying that pay is a different exercise. Setting the pay itself, salary against distribution, is the owner pay and distribution pack.

09

Review Routine and eight prompts

Ten minutes a week on a fixed agenda, twenty a month for the bridge, and a prompt per decision. Where the other thirty-nine hours go is its own audit.

How it works

  1. 1

    Take the files or install the pack

    Five blank sheets and five documents as CSV and Word files with no account, or install the whole thing into a private Space with the agent already primed on the bridge.

  2. 2

    Send twelve months of transactions

    Every account and every card, as raw rows rather than a categorised report. The draws, the principal, the equipment and the tax payments are all in there and on no statement you have seen. If those months are not written up yet, the bookkeeping catch-up comes first.

  3. 3

    Answer three questions nothing exports

    Sales tax collected and not remitted, payroll tax withheld and not paid, deposits on work not delivered. None of the three is a transaction, which is why free cash is never computed.

  4. 4

    Get the gap, then set the thresholds

    Both runway figures and the distance between them, the bridge closing to the dollar, and a reserve target. Then fill in the flags once and stop discussing them.

Frequently asked questions

Is this template free?

Yes. Five sheets, five documents and eight prompts with no signup and no card, and they are the same files the agent works in. Editing with AI is the optional path, where your own bank transactions become the bridge and the fixed base.

What format are the downloaded files?

CSV for Cash Position, the Profit to Cash Bridge, Runway, Fixed Cost Base and the trend, and Word for the Owner View, Metric Definitions, the Owner Pay Note and the Review Routine, zipped together. Excel, Numbers, Sheets, Word and Pages open them directly.

Why is the bank balance not my cash?

Because some of it was collected for somebody else. Sales tax is the state's, and the IRS calls withheld income and employment taxes trust fund taxes because the employer holds the employee's money in trust until the deposit is made. Customer deposits are refundable if a job is cancelled.

Why not read the fixed costs off the categories?

Because the categories get the total nearly right and the composition badly wrong. On the worked example the total was $2,370 out and the composition $10,610 out, which is 27.9 percent of the base. Composition is the only thing the number is for.

Why three runway figures instead of one?

Because one figure is the average of scenarios that never happen. How long at the current rate, how long if revenue stopped, and whether the next payroll clears are three questions with three answers: 5.8 months, 26 days and 1.5 months on the same week's data.

Does this replace my bookkeeper or my accountant?

No. It reads what the bookkeeping produced and adds the four numbers it does not. Nothing here is tax advice, and taxes still have to be paid as income is earned, with a penalty possible for a late estimate even when a refund is due.

What if my books are a mess?

The transactions are the input that decides everything, and they do not have to be categorised, because the recurrence test ignores the categories anyway. If months are genuinely missing, the deadlines worth protecting while you catch up are in the compliance calendar.

Find out how much of your bank balance is actually yours

Download the blank pack as Word and CSV files, or open it in River, send twelve months of transactions, and get free cash and the bridge back first.

Edit with AI