Board Financial Package and CFO Narrative
Builds a reconciled board package with P&L variances, cash and runway, consistent KPIs, and a concise CFO narrative.
Before & after
Same prompt, same agent — the only difference is the skill.
I can help you put together board financials. You'll want to include a P&L statement showing actual versus budget, a cash position update, and some key metrics that matter to your business. You might also include a narrative explaining the month's performance and any significant variances. Boards generally want to understand revenue, margins, burn rate, and runway. Would you like me to help organize these pieces?
BOARD FINANCIALS PACKAGE: June 2026 (sample template) PAGE 1 - P&L SUMMARY Revenue: $1.84M (vs budget $1.75M, variance +5%). COGS $220k (12%). Gross profit $1.62M (88%). OpEx: Payroll $680k, S&M $420k, G&A $140k = $1.24M. EBITDA $380k (21% margin, vs target 18%). Net income $340k (pro forma, after depreciation). PAGE 2 - CASH DASHBOARD Opening cash: $2.1M. Inflows: revenue $1.84M. Outflows: OpEx $1.24M, taxes $85k = $1.33M. Closing cash: $2.61M. Runway at current burn: 24.6 months (healthy). Change: +$510k month-over-month due to upfront annual contracts (June seasonal strength). PAGE 3 - KPI SCORECARD ARR: $19.2M (up 12% YTD). Customer count: 487 (net add 8 this month). NPS: 52 (target 50+, check). Unit economics: CAC $2.8k, payback 6.2 months, LTV $18.6k, ratio 6.6x (target 3x+). Churn: 4.8% monthly (trend: improving, down from 5.1% May). PAGE 4 - CFO NARRATIVE (250 words) June beat plan by $90k on higher enterprise deal velocity. Two factors: 1) annual contract acceleration ahead of Q3 renewal. 2) Upsell from four mid-market customers (expansion revenue up 18%). Risk: July bookings normalizing (seasonal dip). Payroll spend held flat despite two new hires (backfill, no net OpEx increase). S&M efficiency improved to 0.58x (down from 0.64x May) as marketing-qualified leads rose 23% on brand campaign. Headwinds: One enterprise customer ($120k ARR, onboarding-stalled) put renewal on hold pending feature delivery. Expected resolution by August. If renewed, ARR jumps 15%. If churn, net -6% impact. Looking ahead: August hiring plan (+2 engineers, +1 success manager) will inflate burn $34k/month starting September. Board approval requested. Payoff expected 8 months (faster sales close cycles, higher retention).
About this skill
The board needs to know why results missed plan, what changed in cash, and which decisions cannot wait. This skill assembles the monthly or quarterly financial package, checks that the numbers reconcile, and turns material surprises into a concise CFO narrative.
What it does
- Compares actuals with the approved plan using consistent periods, accounting bases, and variance signs.
- Separates material performance changes from timing, accounting adjustments, and unsupported explanations.
- Reconciles opening to closing cash and calculates clearly defined burn and runway measures.
- Builds a consistent KPI dashboard with definitions, targets, trends, and exceptions.
- Connects financial findings to corrective actions, accountable owners, and specific board requests.
- Places the summary first, followed by P&L, cash, KPI detail, and reconciliation notes.
What you get
A deck-ready monthly or quarterly board financial package with an executive summary, P&L versus plan, cash and runway analysis, KPI dashboard, and CFO narrative. Missing inputs and provisional calculations are labeled so an incomplete draft cannot be mistaken for finalized reporting.
Best for
CFOs, founders, controllers, and finance teams preparing recurring board or investor financial reporting.
SKILL.md preview
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name: board-financial-package-and-cfo-narrative
description: Assemble monthly or quarterly board financial packages by reconciling P&L versus plan, bridging cash movements, defining burn and runway, and connecting KPI changes to actions and board decisions. Use when the user says "prepare the board financials", "build our quarterly board package", "explain the miss versus plan", "turn these actuals into a CFO narrative", "our runway numbers keep changing", "the board says our reporting does not tie out", or "review this financial package before the meeting".
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# Board Financial Package and CFO Narrative
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