Burn and runway from your real books — then run the what-ifs.

"Giving financial projections just feels like pulling numbers out of my a$$"

That's a founder describing the runway model in the deck — and it's the quiet reason the model keeps getting put off. It's a spreadsheet you build from scratch under pressure, disconnected from your actual books, and you're not confident you could defend a single line of it. So the projection starts from numbers you made up, not from what actually happened. The plan looks fine on the slide. You just don't trust it.

The small problem is a fragile model. The real one is not knowing your runway

The blank sheet is annoying, but survivable. What's underneath it is worse: because the model isn't wired to your ledger, the plan in the deck and the cash in the bank drift apart with no one watching. And underneath that is the pain you can't see until it's late — an investor asks "what's your burn rate?" and you're guessing, or you realize months in that you've been tracking against a plan that stopped matching reality a quarter ago. Forecasting here fixes the deepest one first: your burn and runway come straight off the real ledger, so the projection starts from what happened.

Connect your books and the runway is already there

There's no model to build from a blank sheet. Connect your books and your agent reads out burn and runway from real numbers, then projects revenue, cash, and MRR/ARR forward from the same ledger. Your budget is expressed as a layer on that live ledger — defensible because it begins with your actual numbers, not a guess. And because the forecast sits right next to your trailing figures, you show one coherent story: where you've been and where you're going, from the same books.

Now the board meeting is a comparison, not a rebuild

Come the next meeting you don't rebuild the model — you compare the plan you committed to against your real ledger reports and see the drift early, not at year-end. The plan is live: your agent builds the revenue, cash, and runway projections, expresses the budget as a plan layer, and reads out how actuals are tracking. There's no variance dashboard and no dashboard at all, by design — the plan is built, tracked, and exported through the agent you already use.

"Isn't this the same as scenario planning?"

No — they're two ends of the same ledger. Scenarios are your private, throwaway what-ifs for deciding: run the price change, model the churn, then delete it. Forecasting is the runway and cash view you commit to — the plan and budget you share with investors and report against as the year unfolds. Both start from the same real books, so neither is a number you made up. If you're stress-testing a decision, reach for scenario planning; if you're answering to a board, this is the page.

See it run

Watch an agent build a 12-month runway forecast.

Read a captured agent session — every prompt, tool call, and answer — projecting cash and runway inside a disposable planning scenario, with the real ledger left untouched.