Financial Modeling

by claude-office-skills9c4c7d5cd281MIT499 starsListed Oct 8, 2026Updated Oct 8, 2026Repository updated 8 months ago

Build integrated financial models with 3-statement projections. Create income statement, balance sheet, and cash flow models with proper linkages.

Instructions onlyBusiness & Finance

AI-generated overview

Builds integrated three-statement financial models with income statement, balance sheet, and cash flow projections.

What it does: Guides the construction of integrated three-statement financial models, covering income statement, balance sheet, and cash flow projections with defined linkages. It supplies driver formulas for revenue, margins, working capital, debt, and cash, and lays out output templates for assumptions, statements, and key metrics. It also supports scenario analysis such as base, bull, and bear cases.
When to use it: Use it when you need forward-looking financial projections for valuation, budgeting, or strategic planning. It fits cases where historical statements and projection assumptions are available and a structured model is wanted.
Requirements: Instructions only; no scripts are shipped. It expects historical financial data and projection assumptions from the user, and its metadata references an office MCP server with spreadsheet tools.

Financial Modeling Skill

Overview

I help you build integrated 3-statement financial models that link Income Statement, Balance Sheet, and Cash Flow Statement. These models are essential for valuation, budgeting, and strategic planning.

What I can do:

Build income statement projections
Create balance sheet forecasts
Generate cash flow statements
Model working capital requirements
Build debt schedules and interest calculations
Create scenario analysis (base/bull/bear cases)

What I cannot do:

Access real-time financial data
Guarantee projection accuracy
Provide accounting advice
Replace professional financial analysis

How to Use Me

Step 1: Provide Historical Data

I need 2-3 years of:

Income statement (revenue, COGS, operating expenses)
Balance sheet (assets, liabilities, equity)
Cash flow statement (optional but helpful)

Step 2: Define Projection Assumptions

Key drivers:

Revenue growth rate
Gross margin
Operating expense ratios
Capex as % of revenue
Working capital days (DSO, DIO, DPO)

Step 3: Choose Model Scope

Basic: Income statement only
Standard: Income statement + balance sheet
Full: Complete 3-statement model with cash flow

Model Architecture

Three-Statement Linkages

┌─────────────────────────────────────────────────────────────┐│                    INCOME STATEMENT                         ││  Revenue → Gross Profit → Operating Income → Net Income     │└─────────────────────────┬───────────────────────────────────┘                          │        Net Income flows to Retained Earnings                          │                          ▼┌─────────────────────────────────────────────────────────────┐│                    BALANCE SHEET                            ││  Assets = Liabilities + Equity                              ││  (Must balance via Cash as plug)                            │└─────────────────────────┬───────────────────────────────────┘                          │        Changes in B/S items drive CF Statement                          │                          ▼┌─────────────────────────────────────────────────────────────┐│                  CASH FLOW STATEMENT                        ││  Operating CF + Investing CF + Financing CF = Δ Cash        ││  Ending Cash flows back to Balance Sheet                    │└─────────────────────────────────────────────────────────────┘

┌─────────────────────────────────────────────────────────────┐│                    INCOME STATEMENT                         ││  Revenue → Gross Profit → Operating Income → Net Income     │└─────────────────────────┬───────────────────────────────────┘                          │        Net Income flows to Retained Earnings                          │                          ▼┌─────────────────────────────────────────────────────────────┐│                    BALANCE SHEET                            ││  Assets = Liabilities + Equity                              ││  (Must balance via Cash as plug)                            │└─────────────────────────┬───────────────────────────────────┘                          │        Changes in B/S items drive CF Statement                          │                          ▼┌─────────────────────────────────────────────────────────────┐│                  CASH FLOW STATEMENT                        ││  Operating CF + Investing CF + Financing CF = Δ Cash        ││  Ending Cash flows back to Balance Sheet                    │└─────────────────────────────────────────────────────────────┘

Key Formulas

Income Statement Drivers

Revenue = Prior Year × (1 + Growth Rate)COGS = Revenue × (1 - Gross Margin %)Gross Profit = Revenue - COGSSG&A = Revenue × SG&A %EBITDA = Gross Profit - SG&AD&A = Prior PP&E × D&A Rate OR Revenue × D&A %EBIT = EBITDA - D&AInterest = Avg Debt × Interest RateEBT = EBIT - InterestTaxes = EBT × Tax RateNet Income = EBT - Taxes

Revenue = Prior Year × (1 + Growth Rate)COGS = Revenue × (1 - Gross Margin %)Gross Profit = Revenue - COGSSG&A = Revenue × SG&A %EBITDA = Gross Profit - SG&AD&A = Prior PP&E × D&A Rate OR Revenue × D&A %EBIT = EBITDA - D&AInterest = Avg Debt × Interest RateEBT = EBIT - InterestTaxes = EBT × Tax RateNet Income = EBT - Taxes

Balance Sheet Drivers

Accounts Receivable = Revenue × (DSO / 365)Inventory = COGS × (DIO / 365)Accounts Payable = COGS × (DPO / 365)PP&E = Prior PP&E + Capex - D&ARetained Earnings = Prior RE + Net Income - DividendsCash = Total Liabilities + Equity - Other Assets (plug)

Accounts Receivable = Revenue × (DSO / 365)Inventory = COGS × (DIO / 365)Accounts Payable = COGS × (DPO / 365)PP&E = Prior PP&E + Capex - D&ARetained Earnings = Prior RE + Net Income - DividendsCash = Total Liabilities + Equity - Other Assets (plug)

Cash Flow Statement

Operating Cash Flow:  Net Income  + D&A (non-cash)  - Increase in AR  - Increase in Inventory  + Increase in AP  = Cash from Operations
Investing Cash Flow:  - Capex  = Cash from Investing
Financing Cash Flow:  + Debt Issuance  - Debt Repayment  - Dividends  = Cash from Financing
Net Change in Cash = CFO + CFI + CFF

Operating Cash Flow:  Net Income  + D&A (non-cash)  - Increase in AR  - Increase in Inventory  + Increase in AP  = Cash from Operations
Investing Cash Flow:  - Capex  = Cash from Investing
Financing Cash Flow:  + Debt Issuance  - Debt Repayment  - Dividends  = Cash from Financing
Net Change in Cash = CFO + CFI + CFF

Output Format

markdown

# Financial Model: [Company Name]
**Projection Period**: [Years]**Base Year**: [Year]**Currency**: [USD/CNY/etc.]
---
## Key Assumptions
| Driver | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 ||--------|--------|--------|--------|--------|--------|| Revenue Growth | XX% | XX% | XX% | XX% | XX% || Gross Margin | XX% | XX% | XX% | XX% | XX% || SG&A % Revenue | XX% | XX% | XX% | XX% | XX% || Capex % Revenue | XX% | XX% | XX% | XX% | XX% || DSO (days) | XX | XX | XX | XX | XX || DIO (days) | XX | XX | XX | XX | XX || DPO (days) | XX | XX | XX | XX | XX |
---
## Income Statement Projection
| ($M) | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||------|------|-----|-----|-----|-----|-----|| **Revenue** | | | | | | || Growth % | | | | | | || COGS | | | | | | || **Gross Profit** | | | | | | || Gross Margin % | | | | | | || SG&A | | | | | | || **EBITDA** | | | | | | || EBITDA Margin % | | | | | | || D&A | | | | | | || **EBIT** | | | | | | || Interest Expense | | | | | | || **EBT** | | | | | | || Taxes | | | | | | || **Net Income** | | | | | | || Net Margin % | | | | | | |
---
## Balance Sheet Projection
| ($M) | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||------|------|-----|-----|-----|-----|-----|| **ASSETS** | | | | | | || Cash | | | | | | || Accounts Receivable | | | | | | || Inventory | | | | | | || **Current Assets** | | | | | | || PP&E (net) | | | | | | || Other Assets | | | | | | || **Total Assets** | | | | | | || | | | | | | || **LIABILITIES** | | | | | | || Accounts Payable | | | | | | || Short-term Debt | | | | | | || **Current Liabilities** | | | | | | || Long-term Debt | | | | | | || **Total Liabilities** | | | | | | || | | | | | | || **EQUITY** | | | | | | || Common Stock | | | | | | || Retained Earnings | | | | | | || **Total Equity** | | | | | | || **Total L + E** | | | | | | |
✓ Balance Check: Assets = Liabilities + Equity
---
## Cash Flow Statement
| ($M) | Y1 | Y2 | Y3 | Y4 | Y5 ||------|-----|-----|-----|-----|-----|| **Operating Activities** | | | | | || Net Income | | | | | || D&A | | | | | || Change in AR | | | | | || Change in Inventory | | | | | || Change in AP | | | | | || **Cash from Operations** | | | | | || | | | | | || **Investing Activities** | | | | | || Capex | | | | | || **Cash from Investing** | | | | | || | | | | | || **Financing Activities** | | | | | || Debt Changes | | | | | || Dividends | | | | | || **Cash from Financing** | | | | | || | | | | | || **Net Change in Cash** | | | | | || Beginning Cash | | | | | || **Ending Cash** | | | | | |
---
## Key Metrics Summary
| Metric | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||--------|------|-----|-----|-----|-----|-----|| Revenue Growth | | | | | | || Gross Margin | | | | | | || EBITDA Margin | | | | | | || Net Margin | | | | | | || ROE | | | | | | || Debt/Equity | | | | | | || FCF | | | | | | |

# Financial Model: [Company Name]
**Projection Period**: [Years]**Base Year**: [Year]**Currency**: [USD/CNY/etc.]
---
## Key Assumptions
| Driver | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 ||--------|--------|--------|--------|--------|--------|| Revenue Growth | XX% | XX% | XX% | XX% | XX% || Gross Margin | XX% | XX% | XX% | XX% | XX% || SG&A % Revenue | XX% | XX% | XX% | XX% | XX% || Capex % Revenue | XX% | XX% | XX% | XX% | XX% || DSO (days) | XX | XX | XX | XX | XX || DIO (days) | XX | XX | XX | XX | XX || DPO (days) | XX | XX | XX | XX | XX |
---
## Income Statement Projection
| ($M) | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||------|------|-----|-----|-----|-----|-----|| **Revenue** | | | | | | || Growth % | | | | | | || COGS | | | | | | || **Gross Profit** | | | | | | || Gross Margin % | | | | | | || SG&A | | | | | | || **EBITDA** | | | | | | || EBITDA Margin % | | | | | | || D&A | | | | | | || **EBIT** | | | | | | || Interest Expense | | | | | | || **EBT** | | | | | | || Taxes | | | | | | || **Net Income** | | | | | | || Net Margin % | | | | | | |
---
## Balance Sheet Projection
| ($M) | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||------|------|-----|-----|-----|-----|-----|| **ASSETS** | | | | | | || Cash | | | | | | || Accounts Receivable | | | | | | || Inventory | | | | | | || **Current Assets** | | | | | | || PP&E (net) | | | | | | || Other Assets | | | | | | || **Total Assets** | | | | | | || | | | | | | || **LIABILITIES** | | | | | | || Accounts Payable | | | | | | || Short-term Debt | | | | | | || **Current Liabilities** | | | | | | || Long-term Debt | | | | | | || **Total Liabilities** | | | | | | || | | | | | | || **EQUITY** | | | | | | || Common Stock | | | | | | || Retained Earnings | | | | | | || **Total Equity** | | | | | | || **Total L + E** | | | | | | |
✓ Balance Check: Assets = Liabilities + Equity
---
## Cash Flow Statement
| ($M) | Y1 | Y2 | Y3 | Y4 | Y5 ||------|-----|-----|-----|-----|-----|| **Operating Activities** | | | | | || Net Income | | | | | || D&A | | | | | || Change in AR | | | | | || Change in Inventory | | | | | || Change in AP | | | | | || **Cash from Operations** | | | | | || | | | | | || **Investing Activities** | | | | | || Capex | | | | | || **Cash from Investing** | | | | | || | | | | | || **Financing Activities** | | | | | || Debt Changes | | | | | || Dividends | | | | | || **Cash from Financing** | | | | | || | | | | | || **Net Change in Cash** | | | | | || Beginning Cash | | | | | || **Ending Cash** | | | | | |
---
## Key Metrics Summary
| Metric | Base | Y1 | Y2 | Y3 | Y4 | Y5 ||--------|------|-----|-----|-----|-----|-----|| Revenue Growth | | | | | | || Gross Margin | | | | | | || EBITDA Margin | | | | | | || Net Margin | | | | | | || ROE | | | | | | || Debt/Equity | | | | | | || FCF | | | | | | |

Tips for Better Results

Provide clean historical data in a consistent format
Be specific about growth drivers (volume vs price, organic vs acquisition)
Specify industry context for appropriate benchmarks
Ask for scenario analysis to understand range of outcomes
Request sensitivity tables for key assumptions

Limitations

Projections are only as good as the assumptions
Cannot model complex corporate structures
Does not account for one-time items automatically
Simplified tax calculations
Currency assumed constant (no FX modeling)

Built by the Claude Office Skills community. Contributions welcome!

Source and attribution

Source:claude-office-skills/skillsinfinancial-modelingat commit9c4c7d5

License: MIT

Content belongs to its original authors. SourceWeft indexes it from a public repository.

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Financial Modeling

Financial Modeling Skill

Overview

How to Use Me

Step 1: Provide Historical Data

Step 2: Define Projection Assumptions

Step 3: Choose Model Scope

Model Architecture

Three-Statement Linkages

Key Formulas

Income Statement Drivers

Balance Sheet Drivers

Cash Flow Statement

Output Format

Tips for Better Results

Limitations

Source and attribution

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