Use it when closing the month, or reconciling the books.
2 rolesRead more
Your agents already know the job.
A skill is a working playbook — how to review a pipeline deal by deal, close the month so the numbers hold, read an ad account without double-counting. Each one was written around a specific way the work goes wrong, and the agent loads it when the task calls for it. Every one we ship is below.
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SHOWING 1–9 OF 9
Use it when comparing actual spend against a budget.
2 rolesRead moreUse it when asked what we are spending on and why it moved.
2 rolesRead moreUse it when asked about runway, or "how long do we have".
2 rolesRead moreUse it when projecting cash in and out over the coming months.
2 rolesRead moreUse it when the question is whether growth is worth buying.
2 rolesRead moreUse it when a raise, data room or diligence request is coming.
1 roleRead moreUse it when an invoice is overdue and someone must be chased.
1 roleRead moreUse it when software or vendor spend needs cutting or justifying.
1 roleRead moreClose the month so the numbers hold2 roles
×Reporting a number from a live ledger as if the month were closed, so every downstream figure moves after it has been quoted to the board.
Compare actuals against budget2 roles
×A variance report listing every line that moved, which buries the two that matter and gets skimmed.
Explain what we are spending on2 roles
×Reporting a burn number with no breakdown, so a one-off annual renewal reads as a permanent increase in run rate.
Model burn and runway2 roles
×A single runway number with no assumptions attached, computed from last month's burn rather than a three-month average.
Project cash in and out2 roles
×A cash forecast built on the P&L, which is on an accrual basis — so it shows a profitable month in which the bank account is empty.
Work out whether a customer pays for itself2 roles
×Computing lifetime value on revenue instead of gross margin, and comparing it to a blended acquisition cost. Both errors flatter, they compound, and the resulting ratio is the number a company uses to decide to spend more.
Assemble what an investor will actually check1 role
×Preparing a narrative and treating the numbers as support for it. Diligence runs the other way — the numbers are checked first and any gap between them and the story is the finding, so a story assembled before the numbers are reconciled creates the problem it was written to avoid.
Chase money owed without burning the account1 role
×Escalating an overdue invoice before establishing why it is unpaid. Most late payment is a broken process — wrong PO, wrong entity, an invoice that never reached the payer — and a demand letter to a customer whose finance team never received the invoice costs the relationship and does not collect.
Find what we are paying for and no longer use1 role
×Ranking vendors by price and recommending the expensive ones be cut. The recoverable money is in low-value spend that renews silently — seats nobody uses, tools replaced by another tool, an annual plan that auto-renewed past its usefulness — and the expensive line is usually the load-bearing one.
Show us the work you want to delegate.
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