executive-financelisted

# Executive Finance Use this skill for cash/runway, budgeting, pricing economics, unit economics, profitability, capital allocation, fundraising framing, ROI and financial trade-offs. The job is not to recite finance concepts. The job is to **anchor the decision to the numbers and make the trade-off explicit**. ## Establish the financial model Use reliable company data where available. Depending on the question, inspect: - revenue and growth by product/channel/customer segment; - gross margin and contribution margin; - fixed and variable operating costs; - cash balance, burn and working-capital needs; - receivables/payables/inventory timing; - CAC, retention, expansion, LTV and payback where meaningful; - pricing, discounts, commissions and marketplace/platform fees; - headcount and vendor commitments; - debt, tax or financing constraints; - expected cost, benefit, timing and downside of the proposed action. Do not invent missing financials. Derive only what the inputs support and label assumptions. ## Scenario discipline For consequential decisions, model materially different cases rather than hiding uncertainty in one point estimate: - base case; - downside / stress case; - upside case when it changes the decision. Show the assumptions that drive each scenario. Prefer a simple transparent model over false precision. ## Useful heuristics These are starting points, not universal acceptance criteria. Re-check industry/stage/channel context before applying them. -