Budget & Forecast Examples

A 120-person B2B software company based in Manchester with £5.2M annual revenue. The business sells a subscription product to mid-market companies and is forecasting 18% growth this year. The finance team is building the annual budget for FY2026.

A 75-person professional services firm in Birmingham with £3.8M revenue. The CFO has moved from static annual budgets to a rolling 12-month forecast that is updated monthly. This view shows the March update with Jan-Mar actuals locked.

A 40-person e-commerce company in Leeds with £2.8M revenue. The business is profitable but cash-tight due to inventory purchasing cycles. The finance team runs a weekly 13-week cash forecast to ensure the company never drops below its £50k minimum cash threshold.

A 60-person marketing agency in London with £4.1M revenue. The Head of Finance produces a monthly BvA (Budget vs Actual) report for the leadership team. This March report shows YTD Q1 performance against the annual budget.

A 90-person fintech company in Edinburgh with £6.5M ARR. The CFO presents a monthly board pack covering financial performance, key metrics, and cash position. This is the February board report, covering January performance.

A 150-person manufacturing company in Sheffield with £8.5M revenue. The FP&A team maintains a three-statement model that links the P&L, Balance Sheet, and Cash Flow statement. This is the FY2025 annual summary used for lender reporting and strategic planning.

A 35-person B2B SaaS company in Bristol with £2.1M ARR. The company is post-Series A and needs a budget that speaks the language of SaaS metrics while maintaining a proper P&L. This budget bridges operational SaaS KPIs with financial reporting.

A 100-person technology company in Cambridge with £7M revenue. The People team and Finance team collaborate on the annual headcount plan, which feeds directly into the P&L budget. This plan covers all departments with fully loaded costs including employer NI (13.8%), pension (5%), and benefits.

A 55-person logistics technology company in Reading with £4.5M revenue. The CFO is preparing for a board meeting and needs to present three scenarios: base case (the plan), upside case (if two large contracts close), and downside case (if the market softens). The scenarios share the same cost structure but vary revenue and growth assumptions.

A 80-person B2B SaaS company in London with £5.8M ARR. The VP Marketing is building the annual marketing budget for FY2026. The department has 10 people and a total budget of £1.2M covering team costs, paid channels, content, events, and software tools.

A 45-person marketplace company in Manchester with three revenue streams: transaction fees, subscriptions, and advertising. The Head of FP&A is building a driver-based revenue model that starts from operational metrics (users, transactions, ARPU) and builds up to total revenue.

A 110-person healthcare technology company in Oxford with £6.2M revenue. The FP&A team produces a monthly management pack by the 10th working day of each month. This February pack covers January performance and is distributed to the CEO, CTO, VP Sales, VP Operations, and department heads.

A 70-person professional services company in Glasgow with £5.5M revenue. The CFO has built a KPI dashboard that tracks 8 key metrics monthly. This dashboard is the first page of every management report and board pack, providing a 30-second health check of the business.

A 200-person manufacturing company in Coventry with £12M revenue. The Finance Director is building a 3-year capital expenditure plan for board approval. The company needs to invest in new production equipment, warehouse expansion, and IT infrastructure to support the growth plan.

A 25-person Series A SaaS startup in London with £1.8M ARR. The CEO sends a monthly investor update to 12 investors. The update covers key metrics, milestones, asks, and a brief narrative. This is the February update, sent on the 5th of March.

A 130-person digital agency in London with £9.2M revenue. The CFO is presenting the FY2027 budget to the board of directors. The presentation follows a structured format covering strategic context, P&L summary, key assumptions, departmental allocations, and investment cases.

A 150-person mid-market company in Leeds with £11M revenue. The FP&A team of three people runs a disciplined planning cadence covering monthly close, quarterly reforecasts, and annual budgeting. This workflow ensures the business always has a current view of performance and outlook.

A 180-person professional services firm in London with £14M revenue and four operating departments: Consulting, Advisory, Technology, and Research. Central costs (IT, HR, Finance, Facilities) totalling £1.8M per year need to be allocated to each department for true profitability analysis.

A 50-person subscription business in Edinburgh with £3.2M ARR. The FP&A team is replacing last year's static spreadsheet budget with a driver-based model where every line item is linked to an operational assumption. Changing one driver automatically recalculates the entire P&L.

A 95-person healthcare company in Bristol with £7.5M revenue. After Q1 actuals came in 8% below budget on revenue, the CFO is conducting a Q2 reforecast. The reforecast updates the full-year outlook while preserving the original budget as a baseline for performance measurement.