Write 12-month financial projection narrative
AI asks about your revenue assumptions and costs, then writes a complete financial projection story for investors.
Write 12-month financial projection narrative
River's Financial Projection Narrative Generator creates comprehensive written explanations of your 12-month financial projections for business plans and investor materials. You provide your revenue assumptions, cost structure, and growth expectations, and the AI writes a complete narrative explaining your financial model, key assumptions, revenue drivers, expense categories, path to profitability or funding needs, and key metrics. The narrative makes your spreadsheet projections understandable and defensible to investors and stakeholders.
Unlike presenting raw financial tables without explanation, this AI tells the story behind your numbers. It explains the logic driving revenue projections, justifies cost assumptions, shows how unit economics work, and walks readers through your path to profitability or next funding milestone. Investors want to understand the thinking behind projections, not just see numbers. The narrative builds confidence that projections are grounded in realistic assumptions, not wishful thinking. When assumptions are clear and logical, projections become credible.
This tool is perfect for founders writing business plans with financial sections, entrepreneurs preparing investor pitches that need financial narratives, consultants building financial models for clients, or anyone who has projection spreadsheets but needs to explain them clearly. If you have numbers but struggle to articulate the story behind them, or if you need to make financial projections credible to investors, this creates the comprehensive narrative you need. Use it alongside your financial models to help stakeholders understand and believe your projections.
What Makes Financial Projections Credible
Credible financial projections are built from clear assumptions that investors can stress-test, not wild guesses or linear growth curves that never happen. Weak projections show hockey stick growth without explaining drivers, ignore costs, or present precision (projecting revenue to the dollar) that's implausible for early-stage companies. Strong projections show bottom-up thinking: here's how many customers we'll acquire, here's average revenue per customer, here's how much customer acquisition costs, here's our team size and compensation, here's path to breakeven. Every number should connect to realistic assumptions about market, sales, and operations.
The best financial narratives explain assumptions explicitly. Revenue: explain customer acquisition model (how many leads to how many customers at what cost), pricing strategy, ramp up timeline (early months will be slow, growth accelerates as you learn). Costs: break into categories (team, customer acquisition, operations, overhead), explain hiring plan, justify burn rate. Unit economics: show customer lifetime value exceeds acquisition cost. Path to profitability: when do revenues exceed costs, or when do you need next funding. Metrics: ARR, CAC, LTV, burn rate, runway. Be realistic about early slow growth and challenges.
Frame projections honestly. Call them projections or forecasts, not guarantees. Acknowledge uncertainty. Present base case, not best case. Show you understand what needs to go right for projections to happen. Address risks (slower sales ramp, higher churn, higher CAC). Investors know projections are always wrong. They want to see your thinking is sound, you understand key drivers, and you've thought through dependencies and risks. Conservative projections you exceed beat aggressive projections you miss. Under-promise, over-deliver works better than the reverse.
What You Get
Complete 12-month financial projection narrative
Clear explanation of revenue model and assumptions
Cost structure and hiring plan narrative
Unit economics and key metrics explained
Path to profitability or funding needs
Professional narrative that makes numbers credible
How It Works
- 1Share assumptionsAI asks about revenue model, costs, growth drivers, and timeline
- 2AI writes narrativeGenerates complete financial projection story in 10-15 minutes
- 3Review and refineEnsure numbers match your actual projections, adjust assumptions
- 4Add to materialsInclude in business plan alongside financial tables
Frequently Asked Questions
Does this create the actual financial spreadsheet?
No, this creates the written narrative explaining your projections. You still need to build the actual financial model in Excel or Google Sheets with monthly P&L, cash flow, and balance sheet. This tool helps you write the text that accompanies those spreadsheets, explaining your assumptions, model logic, and key drivers. Think of it as the story that makes your spreadsheet understandable and credible. Most business plans include both: financial tables (the numbers) and financial narrative (the explanation).
How detailed should my assumptions be?
Specific enough to be testable but not so precise they're implausible. For early-stage: 'we'll acquire 10-20 customers per month by month 6' is better than 'we'll acquire exactly 47 customers in April.' Explain key drivers: customer acquisition channels, conversion rates, average deal size, cost per acquisition, time to close. Investors will stress-test assumptions. If you say you'll acquire 100 customers monthly but your CAC model shows you can only afford 30, numbers don't work. Make assumptions internally consistent and realistic.
Should I show best case or conservative case?
Conservative base case, possibly with upside scenarios. Lead with realistic projections you're confident achieving, not best-case outcomes if everything goes perfectly. Investors discount aggressive projections automatically. If you want to show upside, present base case (what you expect) and upside case (if key assumptions exceed expectations) separately. But base case should be what you truly believe is achievable with reasonable execution. Better to present conservative projections and exceed them than aggressive ones you miss.
What if we're not profitable in 12 months?
That's normal for early-stage companies. Be clear about runway, burn rate, and when you'll need additional funding. Explain what milestones you'll hit with current funding (customers acquired, product shipped, revenue run rate). Show path to next funding round or profitability, whichever comes first. Investors understand startups burn cash early. They want to see you've thought through how long money lasts and what you'll accomplish before needing more. Transparency about funding needs builds credibility.
How do I project revenue when we have no customers yet?
Build bottom-up model based on sales capacity and conversion assumptions. Example: we'll hire first sales person in month 2, ramp takes 3 months, then they close 3-5 deals monthly at $10K average. By month 12, we'll have 2 sales people each closing 5 deals. That's realistic and testable. Explain ramp assumptions, sales cycle length, and why conversion rates are reasonable. Even without customers, you can model based on industry benchmarks, customer conversations, or comparable company data. Show your thinking is grounded, even if unproven yet.
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