The Proforma Statement Builder is a fully linked 3-statement financial model — Income Statement, Balance Sheet, and Cash Flow Statement — driven entirely from a single base year of actuals and a set of forward-looking assumptions. Change any input and every downstream line, from Year 1 revenue through the final year's ending cash balance, updates instantly and stays internally consistent.
This is the same modelling discipline used in investment banking, corporate FP&A, equity research, and startup fundraising decks: build one integrated model where the Income Statement drives the Balance Sheet, the Balance Sheet drives the Cash Flow Statement, and the ending cash position flows back to close the loop — so the Balance Sheet always balances, in every forecast year, automatically.
A revenue and profit forecast alone tells you nothing about whether the business can actually fund itself. Growth consumes cash: receivables and inventory grow with revenue, capital expenditure is needed to support higher sales, and dividends draw down retained earnings. A linked model surfaces these cash consequences automatically — if the business runs short of cash in any forecast year, the model draws on a revolving credit facility to plug the gap and shows you exactly when and by how much.
You can build a complete 5-year 3-statement forecast in under two minutes.
Fill in the Income Statement actuals (Revenue, COGS, SG&A, Depreciation, Interest Expense) and Balance Sheet actuals (Cash, Receivables, Inventory, PP&E, Payables, Long-Term Debt, Revolver, Common Stock, Retained Earnings) for the most recent completed year. Watch the Base Year Balance Sheet check — it must read "✓ Balanced" before your forecast will be meaningful.
Choose how many years to forecast (3–10) using the Forecast Years slider, then set a revenue growth rate for each individual year — either by typing a number or dragging its slider. This lets you model a deceleration curve (fast early growth tapering to a mature rate) rather than a flat single growth assumption.
Configure COGS %, SG&A %, depreciation rate, capex %, and tax rate; working-capital days (DSO, DIO, DPO); and interest rate, dividend payout ratio, and minimum cash balance. Every assumption has a base input and a ±50% slider for fast sensitivity testing.
Scroll the right-hand panel to see the full Income Statement, Balance Sheet, Cash Flow Statement, and Key Ratios tables for every forecast year, plus revenue/net income and debt/cash charts. Confirm the Balance Check reads "✓ OK", then export to PDF or save the model for later.
The base year (Year 0) is not forecast — it is the actual historical financial position you enter directly, and every forecast year is built forward from it. Getting the base year right is the single most important step: every growth rate, margin, and ratio in the forecast is applied relative to these starting figures.
These are the drivers that project the base year forward. Each has a numeric base input and a ±50% slider for fast sensitivity analysis — drag any slider to instantly see its effect ripple through all three statements.
A separate growth rate for each forecast year (default: a declining curve from 12% in Year 1 down to 5% by Year 10 — modelling a business maturing over time). Set each year individually to model anything from hockey-stick startup growth to flat mature-industry growth to a temporary dip and recovery.
Revenue(t) = Revenue(t−1) × (1 + growth(t))This is the mechanical core of the model — the set of links that makes it a true 3-statement model rather than three independent forecasts. Understanding this flow is what lets you debug an unexpected result or trust an unusual one.
Net Income flows to the Balance Sheet through Retained Earnings: each year's ending Retained Earnings equals the prior year's balance, plus Net Income, minus Dividends Paid. This is the single most important link — it is how profitability builds (or, in a loss year, erodes) shareholders' equity over the forecast.
RE(t) = RE(t−1) + Net Income(t) − Dividends(t)
Depreciation reduces both accounting profit (on the Income Statement) and the net PP&E balance (on the Balance Sheet), while CapEx — a pure Balance Sheet and Cash Flow event — increases PP&E without touching the Income Statement. The two flow through the same PP&E roll-forward, keeping fixed-asset accounting internally consistent.
Changes in Accounts Receivable and Inventory are cash outflows when they increase (cash is tied up in the business), and a rising Accounts Payable is a cash inflow (the firm is financing itself with supplier credit). These deltas adjust Net Income to arrive at Cash Flow from Operations.
CFO = Net Income + Depreciation − ΔAR − ΔInventory + ΔAP
After computing cash from operations, investing (CapEx), and financing (dividends) — but before touching the revolver — the model checks the resulting cash balance against your Minimum Cash input. If cash would fall short, the revolver automatically draws exactly enough to top up to the minimum. If cash exceeds the minimum and the revolver has an outstanding balance, the model automatically pays it down (never below zero) with the excess. This is what guarantees the Balance Sheet always balances — the revolver absorbs whatever cash shortfall or surplus the rest of the model produces.
Two charts render below the summary stats box, both drawn on HTML5 Canvas and updating live as you adjust any input.
Teal bars show Revenue for the base year and every forecast year. A gold line overlays Net Income on the same chart (auto-scaled to the revenue axis), so you can see margin compression or expansion visually — if the gold line grows more slowly than the teal bars, margins are shrinking over the forecast.
Stacked bars show Long-Term Debt (grey) topped by the Revolver balance (rust red) for every year — a growing red segment signals the business is increasingly reliant on the revolver to fund itself. A gold line tracks the Cash balance, with a dashed horizontal line marking your Minimum Cash floor: the cash line should never sit below this dashed line, since the revolver mechanism exists specifically to prevent that.
Four full tables render below the charts, one column per year (Base plus every forecast year). All figures update live.
"Proforma" means forward-looking, projected financial statements built on stated assumptions — as opposed to historical statements, which report what already happened. Proforma statements are the standard tool for budgeting, valuation, financing decisions, and strategic planning wherever a decision depends on the future, not just the past.
In a fully realistic model, interest expense depends on the debt balance, but the debt balance (via the revolver) depends on cash flow, which depends on net income, which depends on interest expense — a circular reference. This tool avoids the circularity by charging each year's interest on the prior year's debt balance (not the current year's), a standard modelling convention that keeps the calculation sequential and stable.
A "plug" in financial modelling is a line item that automatically absorbs whatever imbalance the rest of the model produces, so the statements always tie out. Using a revolving credit facility as the plug is realistic (real companies use revolvers for exactly this purpose) as well as mechanically convenient.
DSO, DIO, and DPO translate income-statement flows (revenue, COGS) into balance-sheet stocks (receivables, inventory, payables) using average collection/holding/payment periods. They're the standard way to forecast working capital without needing a bottom-up customer-by-customer or SKU-by-SKU model.
Because SG&A and COGS both scale as a constant percentage of revenue in this model, margins stay flat by construction unless you deliberately change the percentage assumptions year over year (by editing the base case at different points, or comparing saved scenarios). Real businesses often have some fixed-cost base that creates operating leverage — model this by adjusting SG&A % downward in later years to simulate cost efficiencies at scale.
Interest Coverage (EBIT ÷ Interest Expense) is a standard lender covenant metric. A coverage ratio below roughly 2–3× is typically viewed as risky by lenders. Track this ratio across your forecast years — if it deteriorates as the revolver grows, that's an early warning the business's assumed growth may not be sustainably financeable with debt alone.
The Proforma Statement Builder applies across a wide range of real-world financial planning tasks:
Access to saving models and exporting PDF reports depends on your account tier.
| Feature | Free | Trial | Premium |
|---|---|---|---|
| Build & Forecast | ✓ Unlimited | ✓ Unlimited | ✓ Unlimited |
| Save Model | ✗ Not available | Up to 3 models | ✓ Unlimited |
| Load / Delete Saved Model | ✗ Not available | ✓ All saved models | ✓ All saved models |
| Export PDF | ✗ Not available | ✗ Not available (Premium only) | ✓ Unlimited |
Premium users can click Export PDF after building their model. The tool generates a multi-page A4 landscape PDF entirely in your browser using jsPDF — no data leaves your device — and downloads it immediately.
A model is a named snapshot of every input: base-year actuals, all assumptions, forecast years, and the full per-year growth schedule. Trial users can save up to three models; saving under an existing name overwrites that model without consuming an extra slot. Premium users can save an unlimited number of models — ideal for comparing multiple growth scenarios, financing structures, or operating plans side by side.
| Term | Definition | In this tool |
|---|---|---|
| Proforma Statements | Forward-looking projected financial statements built on stated assumptions, as opposed to reported historical results. | The entire output of the tool: forecast IS, BS, and CF for every year. |
| Base Year | The most recent completed year of actual reported results, used as the starting point for the forecast. | Year 0 — entered directly, not computed. |
| COGS | Cost of Goods Sold — the direct cost of producing what was sold, subtracted from revenue to reach Gross Profit. | Forecast as a % of each year's revenue. |
| SG&A | Selling, General & Administrative expenses — overhead costs not directly tied to production. | Forecast as a % of each year's revenue. |
| EBITDA | Earnings Before Interest, Tax, Depreciation and Amortisation — operating profitability before financing and non-cash charges. | Gross Profit − SG&A. |
| EBIT | Earnings Before Interest and Tax — operating profit after depreciation. | EBITDA − Depreciation. |
| DSO | Days Sales Outstanding — average number of days it takes to collect cash after a sale. | Drives the forecast Accounts Receivable balance. |
| DIO | Days Inventory Outstanding — average number of days inventory sits before being sold. | Drives the forecast Inventory balance. |
| DPO | Days Payable Outstanding — average number of days the firm takes to pay its suppliers. | Drives the forecast Accounts Payable balance. |
| Revolver | A revolving credit facility that can be drawn on and repaid flexibly, as opposed to a fixed-term loan. | The automatic cash-balancing plug — draws when cash would fall below the minimum, pays down when cash exceeds it. |
| Plug | A modelling term for a line item that automatically absorbs whatever imbalance the rest of a financial model produces. | The Revolver serves this role, guaranteeing the Balance Sheet balances every year. |
| Minimum Cash Balance | The lowest cash level a business chooses to maintain as a buffer against timing gaps and shocks. | The floor the revolver mechanism defends. |
| CFO / CFI / CFF | Cash Flow from Operations / Investing / Financing — the three sections of the Cash Flow Statement. | Computed each year and reconciled to the change in cash. |
| ROE | Return on Equity — Net Income divided by Total Equity; measures how efficiently equity capital generates profit. | Key Ratios table, every year. |
| ROA | Return on Assets — Net Income divided by Total Assets; measures overall asset efficiency independent of financing mix. | Key Ratios table, every year. |
| Interest Coverage | EBIT divided by Interest Expense — how many times over a firm can pay its interest obligations from operating profit. | Key Ratios table; a common lender covenant metric. |
| Debt / Equity | Total interest-bearing debt divided by total shareholders' equity; a core leverage ratio. | Key Ratios table, computed from LT Debt + Revolver ÷ Total Equity. |
| CAGR | Compound Annual Growth Rate — the smoothed annual growth rate implied by the total change from a start value to an end value over N years. | Displayed for Revenue, Base Year → Final Year. |