Boost your strategic finance level
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Condensed monthly P&L and cash flow for the planning base year. Closed months come from the ledger; months with nothing posted yet come from the plan; a month that is posted but not yet closed can be switched between Act and Plan in the header. Italic grey = pulled; blue = your override. Type in any cell to override; clear it to revert.
Actuals vs Plan — for a selected month and year-to-date. Shows all three statements.
Driver-overlay scenarios — adjust key assumptions to model upside and downside cases against the base plan
Chat with an FP&A assistant grounded in your live model
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Type in any pale cell to edit it. Enter or Tab commits and moves on,
arrows navigate, Escape abandons. Formulas work: =25000*1,25,
=August*1,1, =SUM(Jan,Feb,Mar),
=[2000].Aug. After = (or an operator) the
arrow keys or a click point at another cell and write
its reference for you. Driver-fed rows and
rows split into detail lines are read-only — edit the driver or the lines.
Configure the accounts the FP&A tool plans and reports on — pick a business model to pre-fill, then adjust to fit the company
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| Account # | Account Name | Type | Category | Description | Status |
|---|
Fixed asset register with straight-line depreciation flowing into P&L D&A
Straight-line depreciation: annual D&A = acquisition cost ÷ useful life (years). Depreciation begins in the acquisition month and runs for the full useful life. Yearly figures shown are pro-rated for partial years.
| Asset Name | Asset Account | Acquisition Cost | Acquisition Date | Life (yrs) |
|---|---|---|---|---|
| TOTAL DEPRECIATION (rolls up to P&L D&A — acct 7100) | ||||
The first choice you make for a company. It pre-fills the chart of accounts, decides which revenue drivers you can build, and shapes the P&L — so pick it before anything else.
You can change this later, but the chart of accounts is rebuilt and existing ERP mappings are flagged for review — so it is worth getting right up front.
Boost your strategic finance level
Your ERP records what already happened. This is where those numbers become a plan — drivers, scenarios, a cash trajectory you can defend, and the board deck to present it in.
Actuals arrive from the ledger. Everything to the right of them is forward-looking — and it is the part your ERP was never built to do.
The ones a founder asks a CFO, that a bookkeeping system cannot.
Built by Copenhagen Finance Partners
Configure the tool for this company, then build the plan. Come back here any time to see what's done and what's left.
The few assumptions the model calculates with, plus any assumptions you want to record yourself
These are read directly by the engine — the Drives column says exactly what each one feeds. They can't be renamed or removed.
| Assumption | Drives | 2026 | 2027 | 2028 |
|---|
Record any assumption you like — churn, FX rate, price increase, headcount plan. Nothing here is wired into the statements, so you can add and remove freely. The FP&A Helper can read them and calculate with them — ask it things like “using my churn assumption, what does ARR look like in 2028?”
| Assumption | Unit | Note | 2026 | 2027 | 2028 |
|---|
What your ERP actually posted — P&L, balance sheet and cash flow, in the same view as Planning. Pick a year and a statement below.
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Model revenue bottom-up. The driver types offered here follow your Business Model (header selector) — everything feeds the P&L directly.
One row per employee — salary, bonus %, pension %, benefits and employer social cost. The same for every business model, and it feeds the P&L personnel accounts (5110–5150) directly.
Adding 50-100 people one row at a time is miserable — fill them in Excel instead. The sheet carries the same fields as the grid, including which P&L line each person posts to. Uploading replaces the whole roster.