Your cash position right now and whether the business is doing what the plan said.

• Cash today is your last bank balance carried forward day by day: actual where you've entered it, estimated after that.
• Safe to spend is cash today minus the next 14 days of bills minus your warning level. If it's negative, don't write the check.
• Sales vs plan compares the period you pick to the plan (or last year). Within 5% either way is noise; a 10%+ gap two months running is a trend.
• Indicators use one rule everywhere: red only for a real concern, yellow for caution, green for good. Cash cushion is months of costs you could cover with no revenue; aim for three.

Tip. Until you enter an actual month this shows the plan as of today. Add a month under Actuals and everything here switches to your real numbers.

A working library of the formulas behind the plan, each one computed from your numbers with a plain explanation.

• Search a term (break-even, DSCR, contribution margin) to see the formula, your result, and what a good number looks like.
• Levers are the five changes that would help your cash most right now, each with its effect and a Try it button that changes the input live.
• Nothing you try here is saved until you save the plan; experiment freely.

Tip. When a number on another tab surprises you, look it up here first.

The plan in one screen: what to fix first, the headline tiles, and the shape of cash over the horizon.

• Alerts are checked against your plan every time the numbers change. Each one says what, when, how much, and a fix. Mark them seen; they come back if the problem does.
• Break-even revenue per vehicle is the monthly sales one van must do to cover its share of costs. If your vans run under it, adding vans makes things worse, not better.
• First 12 months EBITDA is operating profit before interest, tax, depreciation and amortization in year one. Near zero in year one is normal for a ramp; strongly negative means the opening cash has to carry you.
• The cash curve dips while you ramp, turns at break-even, and climbs as vans mature. The depth of the dip is your real capital need.

Tip. If one thing is wrong, fix the first alert; the plan usually has a single pressure point (ramp speed, vehicle timing, or opening cash).

A daily cash calendar: every payment and receipt on the day it happens, so you see the dips a monthly view hides.

• Each bar is a week; the line is the bank balance at each day's close. The low point is the day you'd feel it.
• Payroll, loan payments, royalties and the ad fund land on their real dates; revenue arrives on your collection timing.
• A dip below your warning level is not a disaster if it recovers in days. A dip that stays is a working-capital problem: push a payment, pull a receivable, or add cash before that date.
• Change the start date to look at any 13-week window inside the plan.

Tip. Use this before any large purchase: if the low point is already tight, the purchase date matters more than the price.

Cash in, cash out and the ending balance for each month (or 4-week period) of a fiscal year.

• Rows are months or periods; columns are the categories the money moved in. Ending cash is what you'd see in the bank at the close.
• Seasonality shows up here first: compare the same month across years once you have actuals.
• Switch between months and 13 four-week periods if that's how your franchisor reports.

Tip. This is the view your accountant and your franchisor will ask for; the Fiscal year report prints it.

Pro forma financial statements for each plan year, built from the same monthly model as everything else.

• Income statement (P&L): revenue down to net income. Royalties and the ad fund sit in cost of sales because they scale with revenue.
• Balance sheet: what you own (cash, vehicles net of depreciation) against what you owe (loans) and what's yours (equity, which is your investment plus retained earnings).
• Cash flow statement: the bridge from net income to the change in cash. Operating, investing (vehicles) and financing (loans in, payments and draws out) each tell a different story.
• The cash-flow walk shows why cash moved the way it did in one year: start with net income, add back depreciation, subtract loan principal and draws.

Tip. Profit and cash are not the same thing. A profitable year with falling cash usually means loan principal and draws are bigger than depreciation; that's normal in early years.

What the plan pays you for the cash you put in, measured four ways.

• Cash to you each year is distributions and draws after the business keeps what it needs.
• Payback is the month cumulative cash to you equals your investment. Harvest value is what the business would sell for at the end of the horizon: trailing-12-month EBITDA × your multiple, minus debt.
• NPV discounts every year's cash to you (plus the harvest) at your hurdle rate and subtracts the investment. Positive means the plan beats that rate; negative means your money would do better at the hurdle rate.
• IRR is the discount rate that makes NPV zero: the plan's own annual return. Compare it to your hurdle, to a loan rate, and to what the same cash earns in the market.

Tip. Don't chase IRR alone. A high IRR with a tiny NPV is a small win; a modest IRR on a large investment can be the better business.

Enter each real month: revenue, cash out, and your bank balance. The forecast re-anchors from the last actual month forward and scores how close the plan was.

• Enter the month's total revenue, total cash out and the month-end bank balance. The balance is what makes cash today exact; the other two feed the reforecast.
• Forecast accuracy is how close the plan's revenue was to actual across the months you've entered; 90%+ is a tight plan, under 70% says an assumption is off.
• The original plan is kept as the reference (your franchisor's baseline); the reforecast is what you see on the other tabs once you have actuals.

Tip. Enter the month within a few days of closing it; the Reports tab builds the weekly cash report from here.

Scheduled PDFs that grow with the interval: a weekly cash report is one page; the quarterly adds statements, returns and accuracy; the yearly adds the full package.

• Pick the frequency and the report day. The next report's coverage window is shown live.
• Each report wears a mark in its band: the gold crown when the period is on or ahead of plan, the red down-arrow Guru when it's behind or cash is under your warning level.
• The Package PDF (button at the top) is the full plan for a lender, partner or franchisor: assumptions, statements, returns and the cash calendar.

Tip. Until email delivery arrives with the Hub app, build any report here whenever you want it.