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Module library
37 modules live today out of 39 in the catalog, across all five pillars. Open any directly, or go to the full pillar for context.
Pillar 1
Financial Foundations
The three statements, cash flow, ratios, and the CFO mindset — the bedrock everyone needs before the technical pillars.
1.1The three financial statements — and how they connect
P&L, balance sheet, cash flow — same business, three angles. How a single transaction propagates through all three.
1.2The cash flow statement in depth
Operating / Investing / Financing — and why cash flow lies less than EBITDA.
1.3Financial ratios — the 10 that matter
Liquidity, leverage, profitability, efficiency — what they reveal and which combinations matter.
1.4Unit economics in practice
Contribution margin, payback, LTV/CAC — what they say about whether the business scales.
1.5CFO mindset — operator to strategist
How the CFO role differs from controller, finance manager, or commercial lead — and what the pivot demands.
Pillar 2
FP&A & Performance Management
Planning, forecasting, variance analysis, KPI design, and the operating rhythm of finance.
2.1Strategic planning / LRP design
Long-range plan structure, board-grade narrative, and the link to capital allocation.
2.2Annual operating plan (AOP) — process design
Top-down vs bottom-up, calendar, governance, and ownership of the plan.
2.3Rolling forecasts (RAFs) vs. static budgets
Cadence, anchor periods, calibration, and forecast accuracy as KPI.
2.4Driver-based 3-statement modeling
Build a clean, drivers-up 3-statement model. Reusable template.
2.5Scenario & sensitivity analysis
Best/base/worst, Monte Carlo, decision tree thinking, and presenting to boards.
2.6Variance analysis frameworks (PVM, mix/rate, FX)
Decompose variance with discipline. PVM, rate-efficiency, FX. Live PVM Bridge template.
2.7KPI design — financial & operational
Build a documented driver tree. Connect topline metrics to first-line manager KPIs.
2.8Management reporting & dashboards
Power BI semantic models, dashboard hierarchy, and the cadence of reporting.
2.9Zero-based budgeting
When ZBB works, when it does not, and how to design a credible ZBB program.
2.10Activity-based costing
When ABC reveals truth — cost drivers, allocation, and pricing impact.
2.11Profitability analysis (customer, product, channel)
Multi-dimensional profitability, true cost-to-serve, and decisions.
2.12Business partnering — operating model
How finance partners with commercial / ops / HR. Cadence, deliverables, scorecard.
2.13Cost-to-serve modeling
True economics by customer/SKU/channel. Decisions on pricing, mix, and exit.
2.14Headcount & comp planning
Workforce planning, equity comp, performance budgets, and the math of incentives.
2.15FP&A operating rhythm
The close-forecast-plan cadence, owner roles, and what drives "good FP&A".
Pillar 3
Treasury & Liquidity
Weekly cash forecasting, FX exposure, debt structure, and liquidity in volatile markets.
3.113-week cash forecast
The treasurer's weekly radar: collections, payroll, AP, debt — and the safety floor.
3.2FX exposure & hedging policy
Transaction vs translation exposure, natural hedges, and when forwards are worth the cost.
3.3Debt structure & covenant management
Maturity ladder, fixed vs floating, covenant headroom and the conversation with the bank.
3.4Working capital optimization
DSO, DPO, DIO — the three levers that free cash without changing the P&L.
3.5Bank relationships & credit lines
How to get a credit line approved before you need it, and at what cost.
Pillar 4
Accounting & Controllership
Close cycles, reconciliations, internal controls, and the operating discipline that holds the books together.
4.1The 5/8/12 day close — what makes it slow
The controller's monthly ritual: where days are lost, where speed is bought, and what 12 days vs 5 days actually buys you.
4.2Reconciliations & balance-sheet hygiene
The accounts that quietly accumulate problems, and how to clean them before audit finds them.
4.3External audit — managing the relationship, not just the request list
How to make the audit faster, cleaner, and cheaper without compromising the opinion.
4.4Internal controls — SOX-lite for non-public companies
The minimal set of controls that catches the most expensive errors before they happen.
4.5Revenue recognition (ASC 606 / IFRS 15) in practice
Where revenue recognition gets ambiguous, and how to defend your treatment.
Pillar 5
M&A & Corporate Development
How deals are modeled, priced, defended, and integrated — without destroying value in the process.
5.1The accretion/dilution model
The first test of any deal: will pro forma EPS rise or fall? And what synergies must be real for accretion to hold?
5.2Valuation methods — DCF, comparables, precedents
The three views every buyer must triangulate, and the one that wins when they disagree.
5.3Integration planning — designed before signing
The work that decides whether the deal hits its case — done in due diligence, not after close.
5.4Synergies — real vs sold
The most-promised, least-delivered number in M&A. How to recognize them, how to track them.
5.5LBO modeling fundamentals
How private equity values you — and why understanding the LBO matters even if you never do one.
Pillar 6
Capital Allocation
How a company decides where the next dollar goes — invest, return, repay, or hold.
6.1The capital allocation framework — invest, return, repay
The four buckets every CFO must allocate against, and how to compare returns across them.
6.2Cost of capital — WACC and the hurdle rate
Where the discount rate comes from, and why most companies use the wrong one.
6.3Dividends vs buybacks vs reinvestment
When returning capital is value-creating, when it is value-destroying, and how to defend either decision.
6.4Capital allocation track record — measuring CFO performance
How the best boards evaluate capital allocation decisions ex-post, and what they look for.