How do you structure a three-statement financial model so others can use and audit it?
What the interviewer wants to hear
- Separate inputs, calculations and outputs
- Consistent timeline, units and sign convention
- Supporting schedules for revenue, capex, debt and working capital
- Checks for balance and cash
- Clear formatting, no hard-codes, documentation
Model answer
I separate the model into inputs, calculations and outputs. All assumptions sit on one input sheet with clear labels, units and sources, coloured blue. The calculation sheets build supporting schedules: revenue drivers, operating costs, a fixed asset and depreciation schedule, working capital using days or percentages of sales, and a debt schedule with interest and repayments. These feed the income statement, balance sheet and cash flow statement, which sit on their own sheets with one consistent timeline across the columns. I keep one sign convention and one formula per row so that it can be copied across. I add checks for the balance sheet balancing and cash reconciling, plus a summary dashboard with key outputs and scenarios. Finally I add a short cover sheet explaining the structure and version, so a colleague or auditor can follow the logic without asking me.
Can you answer it under time pressure?
Take a timed medium round and get scored on every answer.
More medium Financial Analyst questions
- Depreciation goes up by 10 and the tax rate is 25%. Walk me through the impact on the three statements.
- Two mutually exclusive projects rank differently on NPV and IRR. Which would you choose and why?
- How would you set up a rolling forecast and how is it different from the annual budget?
- How would you analyse the unit economics of an online grocery delivery business?
- What is the difference between sensitivity analysis and scenario analysis, and how do you show them in Excel?
- How would you forecast revenue for a subscription software business for the next 12 months?
- Gross margin fell from 38% to 33% this quarter. How would you find out why?
- A plant manager wants approval for a 25 crore new production line. How would you evaluate the proposal?
- The CFO wants to release cash from working capital. What levers would you look at?