Use cases

Built for the moments you are actually in

It usually starts with the books: the bookkeeper you never chose, the report that is always three weeks late. Then the same ledger feeds a forecast, and every decision gets a number attached. Whether you run a SaaS startup, a factory or a product brand, pick the moment you are in.

Your books

Start here

Keep your corporate secretary, move the bookkeeping, and get a set of books you can read any day.

Moving your books off the bookkeeper you never chose

Keep your corporate secretary. Move your books.

Your bookkeeping came bundled with your corp sec and was bought for filing. Move only the books, with your full history brought across and your sign-off before anything commits.

Your books are always three weeks behind

Books that are current on the day you need them

Forward a receipt or a bill and it gets booked. Entries post, expenses categorise, the bank reconciles, and the P&L you open today is today's.

Books that feed your forecast

The same ledger you file from now tells you your runway

Once your general ledger is in YourBooks it flows into the YourCFO forecast on its own, so burn, runway and variance come out of the books instead of a spreadsheet.

Your kind of business

Startups and SMEs, from SaaS to the factory floor

The chart of accounts and the forecast engine are both seeded to what you sell, so a manufacturer gets a capacity ceiling and a product brand gets a margin waterfall per channel, not a SaaS template.

You run an SME with no finance team

Books you can read and a forecast you can run, without hiring for it

Your accountant files. Nobody tells you how the business is doing this month. YourBooks keeps the books current and readable, and the forecast on the same ledger tells you what the next decision does to cash.

You run a manufacturing business

Books and a forecast that know your line has a ceiling

A chart of accounts with real COGS and inventory lines, and a forecast where output is capped by machines, shifts and yield, so the wall is in the plan rather than found on the floor.

You sell physical products

Margin after the channel takes its cut, not before

For brands and retailers selling through D2C, marketplaces and wholesale: books with real COGS and inventory lines, and a forecast built on landed cost, repeat purchase and a margin waterfall per channel.

You run a B2B SaaS startup

FP&A built for how B2B SaaS actually grows

Model the drivers that decide a SaaS company's fate, MRR, churn, CAC, and expansion, not just a generic income statement.

You're building in Southeast Asia

A back office for founders in Southeast Asia who run finance themselves

Books and a forecast in the currency you operate in, for founders who got their bookkeeper bundled with their corp sec and have no finance team to hand it to.

Your forecast

Then decide with a number attached

Once the ledger feeds the forecast, every use case is the same move: model a decision, see the drivers it moves, and check it against reality.

Planning a new hire

Know what a hire will actually cost, and earn

Model a hire as an initiative and see its true cost, break-even month, and runway impact before you make the offer.

Preparing for a fundraise

Build the financial story investors actually want

Investors want to know how you will hit the numbers, not just the numbers. Initiative-based forecasting ties every projection to the decision behind it.

Launching a new product line

Forecast a new revenue stream before you build it

Model pricing, acquisition, and full P&L impact of a new product before you write a line of code.

Reporting to your board

Board reports that explain the why, not just the what

Auto-generate variance analysis with root-cause attribution, so board prep takes 30 minutes, not three days.

Extending your runway

See your real runway, and every lever to extend it

Model each cost and revenue lever as an initiative and watch the date your cash runs out move in real time.

Building your annual operating plan

Turn next year's strategy into a plan you can run

Build the annual plan as initiatives tied to drivers, then track each one against actuals all year.

Scenario planning

Model best, base, and worst case before you have to

Stack the decisions you might make into named scenarios and compare their trajectories side by side.

Cutting burn rate

Cut burn without cutting the things that grow you

Model every cost lever as an initiative, so you can trim burn and see exactly what each cut does to growth and runway.

Modeling a pricing change

See what a price change does before you ship it

Model a price increase or a new tier as an initiative and watch the effect on revenue, churn, and runway before it goes live.

Planning marketing spend

Know what your marketing spend is supposed to return

Model a campaign or channel as an initiative tied to the pipeline and revenue it should produce, then check it against actuals.

Budget vs actuals

Catch the drift between plan and reality early

Compare actuals against the plan every month, initiative by initiative, so small gaps surface before they become quarter-end surprises.

Timing your next raise

Raise from a position of strength, not a cash cliff

Model runway against the milestones a round needs, so you time the raise before cash forces your hand.

You don't have a CFO

The CFO's toolkit, before you can hire one

A fractional CFO is out of reach for most early startups. Get the modeling, scenarios, and reporting a CFO would build, as software from day zero.

Not sure where to start?

Most founders start with the books, because that is where the numbers already are. A conversation about what you would hand over, what you would keep, and what you would sign off on is the first step.