| name | Analyze Financial Data |
| description | Synthesize financial discussions from leadership meetings, board reviews, and investor calls into structured analysis — P&L review, cash flow, unit economics, and budget variance with the narrative context that explains the numbers. Trigger on: financial analysis, P&L review, cash flow, unit economics, budget variance, burn rate, financial review, revenue analysis, cost analysis, financial summary, runway analysis. |
| dependencies | [] |
| author | Harmony |
| version | 1.0.0 |
| icon | sparkles |
| cover | |
| screenshots | [] |
| category | Strategy |
Purpose
Numbers without narrative are dangerous. A 15% revenue miss looks catastrophic until you hear the CFO explain that two enterprise deals slipped to next quarter with signed LOIs. This skill combines financial data with the explanatory context from leadership meetings, board reviews, and investor calls. It structures P&L reviews, cash flow analysis, unit economics, and budget variance—grounding every number in what leadership actually said about why it happened and what they're doing about it. The result is actionable financial intelligence, not spreadsheets detached from reality.
When to Use
- Monthly/quarterly financial review: Turn scattered commentary about revenue, costs, and variance into a coherent financial narrative
- Board meeting prep (financial section): Package financial performance and forward guidance for board-level discussion
- Investor update drafting: Combine financial results with contextual explanations from leadership meetings to build compelling investor narratives
- Budget variance investigation: Understand why actuals diverged from plan, grounded in what leadership discussed
- Cash runway planning: Project burn rate and cash runway based on current trajectory and forward commitments discussed in meetings
- Unit economics deep dive: Analyze CAC, LTV, payback period, and gross margin per customer for pricing or growth decisions
Instructions
-
Gather financial context from recent meetings — Mine transcripts for revenue commentary, cost discussions, variance explanations, forward guidance, and market context. Flag any misses, surprises, or strategic shifts mentioned by leadership.
-
Structure P&L review — Organize revenue by segment/product, map COGS, calculate gross margin, break out operating expenses by department (sales, engineering, G&A), and derive EBITDA. Link each line item to relevant meeting commentary.
-
Analyze cash flow — Calculate operating cash flow (cash from operations, accounts receivable/payable timing), investing activities, financing activities, net cash position, and runway at current burn rate.
-
Calculate unit economics — Derive CAC (cost of customer acquisition), LTV (lifetime value), LTV:CAC ratio (target 3:1 or better), payback period, and gross margin per customer. Segment by customer cohort or acquisition channel if data allows.
-
Run budget variance analysis — Compare actual results to plan for each major line item (revenue, COGS, OpEx by department). For material variances, include the narrative explanation from meeting context (e.g., "Two enterprise deals pushed to Q1 with signed LOIs; new SDR team not yet productive on cost side").
