A forecast is only worth anything if it is there on a Tuesday.
Not at quarter end, and not after three days rebuilding a model somebody let go stale in January.
The WAWProfi workspace · illustrative figures
Generated from your ledger
Each month starts from an average of recent actuals, or last year's, then follows the rules you set.
Your edits survive a refresh
Type over any month. Refresh from actuals and the cells you typed are kept.
Make it the budget
Turn a forecast into the budget, then read the Forecast P&L against it.
Forecasting, in the product
From last quarter's actuals to next year's plan.
Built to be measured against what happens.
Make it the budget, then watch the gap
Turn a forecast into the budget and the Forecast P&L lines it up against actuals month by month, so a drift shows while it is still small.
Fixed costs that grow on their own terms
Wages, rent and every other overhead, with what the year costs and the growth the forecast carries it at, separate from the costs that move with sales.
Ask Cy what if, before you decide
Describe the change — a hire, a price rise, a lost customer — and Cy shows the cash and profit on that path beside the one you are on.
Cy AI · Forecasting
Ask what happens if you change one thing.
Cy reads the forecast you have and the books behind it, then answers what-if questions in plain English with the figures that move.
- What if we hire two people in January?
- Can we afford the new van?
- What does a 5% price rise do?
Answers cite your own records · Cy prepares, you approve
Everything included
What Forecasting does today.
8 capabilities · plan availability on pricing
Sustainability & forecasting
- Cash position and projected low point
- Runway at the recent rate of spend
- Customer concentration risk
- Unusual spending detection (supplier and category spikes)
- Inventory Real-Time Sync
- Investment - Financial Advisor - Tracking Spending behavior
- Accounting and Finance Tool (Advising level of your Finances)
- Financial Health Checking Tool
Forecasting / In practice
Change the assumption. Follow the effect.
- 01
Anchor the baseline
Keep the starting cash position and the reporting period visible before changing a driver.
- 02
Explore the alternatives
Consider how receipt timing or operating costs could change the cash position ahead.
- 03
Choose the next move
Review the assumptions behind each scenario with the people responsible for the decision.
The practical details
A closer look at forecasting.
Open a question to explore the workflow.
01Is a forecast a guarantee?
No. A scenario depends on its inputs and assumptions. Review those assumptions as the business changes.
02Where should the forecast start?
Begin with a reviewed baseline from the books, keeping cash and profit separate when planning future movements.
03Can I investigate the underlying position?
Use Reporting and Banking to review the records behind the starting position before interpreting a scenario.
Continue the story
Forecasting connects to…
Your next chapter / Forecasting
Give the next decision a forward view.
Confirm the features, availability and setup that suit your team.