Lesson 1Detailed revenue drivers and segmentation: volume, pricing, product mix, geographic rollouts, TAM/SAM/SOM linkageThis part details revenue drivers like volume, price, and mix, and shows how to split by product, channel, and area, linking TAM, SAM, and SOM guesses to detailed revenue plans and rollout times in the model.
Modeling volume, price, and product mix impactsBuilding product and customer segment revenue bridgesGeographic rollout timing and ramp-up curvesTranslating TAM, SAM, SOM into revenue linesLesson 2CapEx, depreciation, and amortisation: useful life assumptions, maintenance vs growth CapExThis part explains forecasting CapEx, sorting maintenance from growth spending, and modelling depreciation and amortisation using useful life, leftover value, and tax rules, keeping fixed asset plans matching financial statements.
Separating maintenance and growth CapEx itemsBuilding fixed asset roll-forward schedulesChoosing useful lives and residual value policiesModeling depreciation and amortization for taxLesson 3Model design and layout: inputs, workings, outputs separation and version controlThis part covers model setup, stressing clear split of inputs, workings, and outputs, steady formatting, labelling, and version control habits that aid teamwork, openness, and quick model updates.
Separating inputs, workings, and outputs tabsStandardizing formats, labels, and time structureDocumentation and annotation within the modelVersion control and change tracking methodsLesson 4Working capital modelling: receivables, inventory, payables days and cyclical effectsThis part focuses on forecasting working capital parts like receivables, inventory, and payables using days and turnover rates, adding seasonal changes, growth, and policy shifts into cash flow and funding needs.
Modeling receivables using days sales outstandingInventory days, turns, and stock policy changesPayables days and supplier term assumptionsSeasonality and growth impacts on working capitalLesson 5Modelling operating items: forecasting margins, operating leverage, fixed vs variable costsThis part explains forecasting operating items, including revenue-tied and fixed costs, margins, and operating leverage, turning business drivers into detailed cost plans that match projected financial statements.
Classifying fixed, variable, and semi-variable costsBuilding driver-based operating cost schedulesForecasting gross and EBITDA margin evolutionAnalyzing operating leverage and break-evenLesson 6Debt, interest, and capital structure: modelling existing debt facilities, covenants, refinancing assumptionsThis part covers modelling current and new debt, including paydown, interest sums, fees, and covenants, showing how to reflect refinancing, lump repayments, and capital structure shifts in cash flow and balance sheet.
Building detailed debt amortization schedulesCalculating cash and PIK interest and feesIncorporating covenants and headroom testsModeling refinancing and leverage scenariosLesson 7Constructing a cash flow statement from projected financials: operating cash flow, investing cash flow, financing cash flow and free cash flow computationThis part shows deriving the cash flow statement from projected income and balance sheet data, splitting operating, investing, and financing flows, and working out free cash flow for valuation, credit, and inside decisions.
Deriving operating cash flow from projectionsModeling investing cash flows and CapEx timingModeling financing cash flows and distributionsComputing free cash flow to firm and equityLesson 8Model audit checks and error controls: balance check, circular reference handling, sensitivity flags, scenario togglesThis part builds steady model checks like balance sheet balancing, cash flow matching, and loop handling, adding error flags, sense tests, and scenario switches to keep model soundness over time.
Balance sheet and cash flow consistency checksDetecting and managing circular referencesDesigning error flags and reasonableness testsScenario and sensitivity toggles in the modelLesson 9Forecast framework: top-down vs bottom-up revenue forecasting techniquesThis part compares top-down and bottom-up revenue forecasting, showing when each fits, how to match them, and turn strategy plans, market data, and sales lines into structured, time-based revenue plans.
Designing a top-down market share revenue buildBuilding bottom-up revenue from sales pipeline dataReconciling top-down and bottom-up forecast gapsLinking strategic plans to revenue time series
