A financial model with one set of assumptions is a guess. A model with sensitivity analysis is a decision framework. Claude builds the framework.
Sensitivity Tables
The classic two-variable sensitivity table: pick two key assumptions, vary them across a range, and see how the output changes.
Build a sensitivity table in Excel (.xlsx) for our business model.
BASE CASE ASSUMPTIONS:
- Monthly revenue growth: ${growthRate}%
- Monthly churn: ${churnRate}%
- Starting MRR: $${mrr}
- Gross margin: ${grossMargin}%
- Monthly opex: $${opex}
OUTPUT METRIC: ${outputMetric}
SENSITIVITY AXES:
- Rows: Revenue growth rate from ${growthLow}% to ${growthHigh}% in ${growthStep}% increments
- Columns: Churn rate from ${churnLow}% to ${churnHigh}% in ${churnStep}% increments
REQUIREMENTS:
- Base case highlighted (bold + blue background)
- Conditional formatting: green for values above base case, red for below
- All cells should contain formulas that reference the model — not hardcoded values
- Include a separate "Assumptions" area where I can change inputs and the entire table recalculates
- Show the output metric at both 12-month and 24-month horizons (two tables)
Below the table, add a row showing: "If growth drops to X% with churn at Y%, we hit breakeven in Z months" — calculate the breakeven point for each cell.Bull / Base / Bear Scenarios
Every investor and board member thinks in scenarios. Build them systematically.
Build a three-scenario financial model for the next ${years} years:
**BULL CASE** (things go right)
${bullAssumptions}
**BASE CASE** (plan)
${baseAssumptions}
**BEAR CASE** (things go wrong)
${bearAssumptions}
For each scenario, project monthly and show:
- Revenue
- Gross Profit
- EBITDA
- Cash Balance
- Runway (months)
- Headcount
OUTPUT FORMAT:
1. **Side-by-side annual summary table**
| Metric | Bull Y1 | Base Y1 | Bear Y1 | Bull Y2 | Base Y2 | Bear Y2 |
2. **Scenario comparison charts** (describe for chart creation)
- Revenue trajectory: 3 lines on one chart
- Cash balance trajectory: 3 lines, with a red "zero line" so I can see when cash runs out in the bear case
3. **Key decision points**
"In the bear case, we run out of cash in Month X. To extend runway to Month Y, we would need to cut $Z in monthly opex by Month W."
"In the bull case, we become cash-flow positive in Month X — ${months} months earlier than base."
4. **Probability weighting**
Expected value = (25% × Bull) + (50% × Base) + (25% × Bear) for each annual metric.
Make every assumption a named cell so I can adjust scenarios without hunting through formulas.Pro Tip
The bear case should be plausible, not catastrophic. A bear case of "revenue goes to zero" isn't useful. A bear case of "growth slows to 3% and churn increases to 4% because we lose a key integration partner" drives actual decision-making.
Monte Carlo Simulation
When you want to go beyond three scenarios and understand the full probability distribution of outcomes.
Build a Monte Carlo simulation in Python that models our revenue over ${months} months.
INPUT ASSUMPTIONS (with distributions):
- Monthly growth rate: Normal distribution, mean=${meanGrowth}%, std=${stdGrowth}%
- Monthly churn rate: Normal distribution, mean=${meanChurn}%, std=${stdChurn}%, min=0 (can't have negative churn)
- Starting MRR: $${mrr} (fixed)
- New deal probability per month: ${dealProb}%, deal size if won: Uniform $${dealMin}-$${dealMax}
SIMULATION:
- Run ${simulations} simulations
- Each simulation: for each month, sample growth rate, churn rate, and deal probability independently
- Calculate ending MRR for each month in each simulation
OUTPUT:
1. **Distribution chart** of MRR at Month ${months}
- Histogram with 50 bins
- Mark the 10th percentile, median, and 90th percentile
2. **Fan chart** showing the spread of outcomes over time
- 10th-90th percentile band (light shading)
- 25th-75th percentile band (medium shading)
- Median line (dark)
3. **Probability table**
- P(MRR > $X at Month ${months}) for X = ${targets}
4. **Cash runway analysis**
- Given monthly opex of $${opex}, what's the probability we run out of cash before Month ${months}?
- Show the distribution of "months until cash-flow positive"
5. **Key insights**
- "There's a ${pct}% chance MRR exceeds $X by Month ${months}"
- "The median outcome is $Y, but there's a 10% chance we're below $Z"
- "Cash runway risk: ${riskPct}% probability of running out of cash"
Save all charts as PNGs and generate an HTML report with the charts embedded.Base case says we'll hit $500K MRR in 18 months. The board asks: 'How confident are you?' You say: 'Pretty confident.' Not helpful.
Guard Clauses for Financial Models
Financial models break silently. A formula divides by zero, returns a negative number where it shouldn't, or references a deleted cell. Claude builds guard clauses that catch these.
I have an existing financial model (uploading the file). Add guard clauses to prevent common formula errors: 1. **DIVISION BY ZERO** Wrap all division formulas in =IFERROR(formula, "N/A") or =IF(denominator=0, 0, formula) — whichever is more appropriate for the context. 2. **NEGATIVE VALUES WHERE IMPOSSIBLE** - Cash balance: =MAX(0, cash_formula) — or flag it red if cash goes negative (this is a real warning, not an error) - Customer count: =MAX(0, count_formula) - Churn rate: =MAX(0, MIN(1, churn_formula)) — can't churn more than 100% 3. **CIRCULAR REFERENCE DETECTION** Check for any circular references in the model. If found, list them and suggest how to break the cycle. 4. **VALIDATION CHECKS TAB** Add a new tab called "Checks" with these validation rows: | Check | Formula | Result | Status | - Balance sheet balances (A = L + E, within $1) - Cash flow reconciliation (beginning + cash flows = ending) - Revenue = sum of all revenue line items - Total headcount = sum of department headcounts - No negative customer counts - Churn rate between 0% and 20% (flag if outside range) Use conditional formatting: green "PASS" or red "FAIL" for each check. 5. **ERROR HIGHLIGHTING** Add conditional formatting to the entire model: any cell containing #REF!, #DIV/0!, #N/A, or #VALUE! should be highlighted bright red with bold text.
Warning
Don't use =IFERROR() blindly on every formula. Sometimes a #DIV/0! error is the correct behavior — it means your data is missing and you should investigate. Use guard clauses where the error handling is meaningful, not as a way to hide problems.
Scenario-Based Decision Frameworks
The most powerful use: tying scenarios to decisions.
I'm facing a decision: ${decision}
Build a scenario model that evaluates this decision across three outcomes:
**OPTION A: ${optionA}**
Assumptions: ${optionAAssumptions}
**OPTION B: ${optionB}**
Assumptions: ${optionBAssumptions}
**OPTION C: ${optionC} (status quo)**
Assumptions: ${optionCAssumptions}
For each option, model:
- 12-month P&L impact
- Cash impact (upfront cost + ongoing)
- Revenue impact (if applicable)
- Break-even point (when does the investment pay for itself?)
Then build a DECISION MATRIX:
| Criteria | Weight | Option A | Option B | Option C |
- Financial return (NPV or ROI)
- Cash outlay required
- Time to value
- Risk level
- Reversibility (can we undo this if it doesn't work?)
Weighted score at the bottom.
Finally: "Based on the financial analysis, Option X is recommended because..." (2-3 sentences). But flag any non-financial considerations that might override the financial answer.Fundraising Scenarios
Model how different fundraising outcomes affect the business trajectory.
Scenario
You're deciding between raising a $5M Series A now at a lower valuation versus waiting 6 months to raise $8M at a higher valuation. You need the analysis to make the call.
Note
Sensitivity analysis is most valuable when it changes a decision, not just confirms one. If the answer is the same across all reasonable scenarios, you don't need more analysis — you need to execute. If the answer flips depending on churn rate or growth rate, you've found the variable that matters most.
Combining the Tools
The finance playbooks work together:
- Build your model with Excel Models from Plain English
- Add sensitivity tables and scenarios (this playbook)
- Track actuals against your scenarios with Budget vs Actual
- Present the results with Board Deck Narrative
Start with the model. Then stress-test it. Then track it. Then narrate it. Claude handles each step — you make the decisions.