20 Claude Prompts for Finance That Sharpen Every Analysis

<context> Company: [COMPANY NAME] Industry: [INDUSTRY] Financial statements: [PASTE BALANCE SHEET, INCOME STATEMENT, AND CASH FLOW STATEMENT FOR LAST 2-3 PERIODS] Comparison benchmarks: [INDUSTRY AVERAGES OR COMPETITOR DATA IF AVAILABLE] </context> <task> Perform a comprehensive ratio analysis: 1. Liquidity ratios — current ratio, quick ratio, cash ratio. Are we able to meet short-term obligations? 2. Profitability ratios — gross margin, operating margin, net margin, ROE, ROA. Where is margin leaking? 3. Leverage ratios — debt-to-equity, interest coverage, debt-to-assets. How stretched is our balance sheet? 4. Efficiency ratios — asset turnover, inventory turnover, receivables turnover, days sales outstanding 5. Trend analysis — which ratios are improving vs. deteriorating over the periods provided? 6. Red flags — any ratios that signal financial distress or warrant immediate attention 7. Summary — top 3 strengths and top 3 concerns with recommended actions </task> <constraints> - Show the formula and calculation for each ratio, not just the result - Compare to industry benchmarks where available - Flag any ratios outside normal ranges with specific thresholds - Don't just list numbers — explain what each ratio means for this specific business - If data is missing for a calculation, flag it rather than skipping silently </constraints>

<context> Company: [COMPANY NAME] Period: [LAST 3-6 MONTHS OR QUARTERS] Cash flow data: [PASTE CASH FLOW STATEMENT OR BANK TRANSACTION SUMMARY] Known upcoming obligations: [DEBT PAYMENTS, TAX DEADLINES, CAPEX PLANS] Revenue pipeline: [EXPECTED INFLOWS WITH CONFIDENCE LEVELS] </context> <task> Analyze cash flow health and build a forward-looking forecast: 1. Cash flow breakdown — operating, investing, financing activities with commentary on each 2. Free cash flow calculation and trend 3. Cash conversion cycle — DSO, DIO, DPO and what they tell us 4. Burn rate analysis (if applicable) — monthly burn and implied runway 5. 13-week cash flow forecast — week by week with assumptions stated 6. Stress test — what happens if revenue drops 20%? If a major client delays payment 60 days? 7. Recommendations — specific actions to improve cash position </task> <constraints> - State every assumption explicitly (collection rates, payment timing, seasonal patterns) - The 13-week forecast must be in table format with weekly granularity - Stress test must model at least two adverse scenarios - Recommendations must be prioritized by impact and ease of implementation - Flag any week where cash balance drops below [MINIMUM CASH THRESHOLD] </constraints>

<context> Company/department: [NAME] Period: [MONTH/QUARTER BEING ANALYZED] Budget vs. actuals data: [PASTE LINE-BY-LINE BUDGET VS. ACTUAL FIGURES] Prior period actuals: [PASTE PRIOR PERIOD FOR COMPARISON IF AVAILABLE] Known events: [ANY UNUSUAL ITEMS — ONE-TIME COSTS, DELAYED REVENUE, ETC.] </context> <task> Produce a variance analysis report: 1. Summary table — each line item showing budget, actual, variance ($), variance (%), and a flag (favorable/unfavorable) 2. Material variances — identify every variance exceeding [5% OR $X THRESHOLD] and explain the root cause 3. Categorize each material variance — timing (will reverse next period), volume (more/fewer units), rate/price (cost per unit changed), or structural (permanent shift) 4. Trend analysis — are these variances one-time or recurring? Compare to prior periods 5. Forecast impact — how do these variances change our full-year outlook? 6. Action items — specific steps to address unfavorable variances, with owners and deadlines </task> <constraints> - Don't just report variances — explain WHY each one happened - Distinguish between controllable and uncontrollable variances - Full-year forecast adjustment must be quantified, not just directional - Action items must be specific enough to assign to someone - Flag any favorable variances that might be misleading (e.g., underspend due to delayed hiring) </constraints>

<context> Our company: [NAME, INDUSTRY, REVENUE RANGE, STAGE] Competitors to benchmark against: [LIST 3-5 COMPETITORS WITH ANY KNOWN FINANCIAL DATA] Our key financials: [REVENUE, MARGINS, GROWTH RATE, HEADCOUNT, KEY OPERATING METRICS] Data sources available: [PUBLIC FILINGS, INDUSTRY REPORTS, ESTIMATES] </context> <task> Build a competitive financial benchmarking analysis: 1. Benchmarking matrix — compare us against each competitor on: revenue, growth rate, gross margin, operating margin, revenue per employee, customer acquisition cost (if available) 2. Positioning — where do we sit relative to the peer set on each metric? 3. Gap analysis — where are we underperforming peers and by how much? 4. Outperformance areas — where we lead and whether that advantage is sustainable 5. Efficiency analysis — are we spending more or less than peers to generate similar outcomes? 6. Strategic implications — what the benchmarking data suggests about our strategy </task> <constraints> - Clearly distinguish between confirmed data and estimates - For private competitors, explain the basis for any estimates - Don't compare vanity metrics — focus on metrics that drive enterprise value - Include unit economics comparison if data supports it - Flag where our competitive position is improving vs. deteriorating over time </constraints>

<context> Company/department: [NAME] Fiscal year: [YEAR] Last year's actuals: [PASTE SUMMARY P&L OR KEY LINE ITEMS] Strategic priorities for the year: [LIST 3-5 KEY INITIATIVES] Known changes: [NEW HIRES PLANNED, PRICE INCREASES, MARKET CONDITIONS, CONTRACT CHANGES] Growth target: [REVENUE/GROWTH TARGET FROM LEADERSHIP] </context> <task> Build an annual budget framework: 1. Revenue budget — by product line/segment, by month, with assumptions for each 2. COGS/cost of revenue — tied to revenue drivers with variable and fixed components 3. Operating expenses by category — headcount, marketing, technology, facilities, G&A 4. Headcount plan — current team, planned hires by quarter, fully loaded cost per hire 5. Capital expenditures — planned investments with timing 6. Monthly P&L projection — January through December with quarterly subtotals 7. Key assumptions document — every assumption listed, labeled, and justified 8. Sensitivity table — how does the bottom line change if revenue is 10% above/below plan? </task> <constraints> - Every line item needs a driver (not just "10% increase over last year") - Headcount costs must include benefits, taxes, and equipment (fully loaded) - Marketing spend should tie to revenue targets with an implied CAC - Include a contingency line (typically 5-10% of opex) - Monthly seasonality must reflect actual business patterns, not flat allocation - Assumptions must be auditable — someone should be able to challenge any number </constraints>

<context> Business model: [SAAS/E-COMMERCE/SERVICES/MARKETPLACE/OTHER] Current metrics: - Monthly recurring revenue: [MRR OR EQUIVALENT] - Growth rate: [MONTH-OVER-MONTH OR YEAR-OVER-YEAR] - Churn rate: [MONTHLY CHURN %] - Average deal size: [ACV OR AVERAGE ORDER VALUE] - Sales cycle length: [DAYS/WEEKS] - Current pipeline: [PIPELINE VALUE AND STAGE BREAKDOWN] Historical data: [LAST 6-12 MONTHS OF REVENUE DATA] </context> <task> Build a 12-month revenue forecast using multiple approaches: 1. Bottom-up model — based on pipeline, conversion rates, and sales capacity 2. Top-down model — based on market size, penetration rate, and growth trends 3. Cohort model — based on customer retention curves and expansion revenue 4. Reconciliation — compare the three approaches and explain discrepancies 5. Final forecast — your recommended forecast with confidence intervals (low/base/high) 6. Key drivers — the 3-5 inputs that most affect the forecast (with sensitivity analysis) 7. Monitoring plan — which leading indicators to track monthly to know if we're on/off track </task> <constraints> - Show the math for each model, not just outputs - Confidence intervals must be based on input variability, not arbitrary ranges - Churn must be modeled explicitly, not netted against new revenue - If the three approaches diverge significantly, explain why and which to trust - Include expansion/upsell revenue as a separate line from new business - Flag any assumptions that are "hopes" rather than data-backed projections </constraints>

<context> Company/department: [NAME] Current expense breakdown: [PASTE DETAILED EXPENSE REPORT OR CHART OF ACCOUNTS WITH AMOUNTS] Revenue: [CURRENT REVENUE FOR CONTEXT] Industry: [INDUSTRY FOR BENCHMARKING] Constraints: [ANY EXPENSES THAT CANNOT BE CUT — CONTRACTUAL, REGULATORY, ETC.] Target: [COST REDUCTION TARGET IF ANY — E.G., "REDUCE OPEX BY 15%"] </context> <task> Analyze expenses and identify optimization opportunities: 1. Expense composition — categorize all expenses and show each as a % of revenue 2. Benchmark comparison — how does our cost structure compare to industry norms? 3. Growth vs. efficiency — which expenses are scaling with revenue and which are growing faster? 4. Optimization opportunities — ranked by savings potential and implementation difficulty: - Quick wins (implementable in 30 days, minimal disruption) - Medium-term (1-3 months, requires some process change) - Strategic (3-6 months, requires structural change) 5. Risk assessment — for each recommendation, what's the operational risk of cutting? 6. Implementation roadmap — phased plan to capture savings with expected timeline </task> <constraints> - Don't recommend cuts that sacrifice revenue-generating capability without flagging the trade-off - Quantify each opportunity in dollars saved per month/year - Include renegotiation opportunities for vendor contracts - Consider tax implications of expense restructuring - Flag any "penny wise, pound foolish" cuts that save money but cost more in the long run </constraints>

<context> Company: [NAME] Base case financial plan: [PASTE KEY PROJECTIONS — REVENUE, EXPENSES, CASH FLOW] Key uncertainties: [LIST 3-5 VARIABLES THAT COULD SWING RESULTS — E.G., MARKET DEMAND, INPUT COSTS, REGULATION, FUNDING] Planning horizon: [12 MONTHS / 3 YEARS / 5 YEARS] Decision at stake: [WHAT STRATEGIC DECISION DEPENDS ON THIS ANALYSIS] </context> <task> Build a scenario planning framework: 1. Identify key drivers — the 4-6 variables that most impact financial outcomes 2. Define three scenarios: - Bull case — what does the world look like if tailwinds accelerate? - Base case — most likely outcome based on current trajectory - Bear case — what if headwinds intensify? 3. For each scenario: revenue, EBITDA, cash flow, and runway projections 4. Sensitivity matrix — show how the bottom line changes when you toggle each driver independently 5. Trigger points — at what thresholds should we shift from base case to bull/bear response plans? 6. Contingency actions — for each scenario, what should we do differently? 7. No-regret moves — actions that make sense regardless of which scenario materializes </task> <constraints> - Scenarios must be internally consistent (don't mix bull case revenue with bear case costs) - Quantify each scenario with specific numbers, not just directional arrows - Sensitivity matrix should test each variable at -20%, -10%, base, +10%, +20% - Trigger points must be tied to observable, measurable indicators - No-regret moves should be the primary actionable output </constraints>

<context> Company: [COMPANY NAME] Period: [MONTH AND YEAR] Audience: [CEO / LEADERSHIP TEAM / DEPARTMENT HEADS] Financial data: [PASTE INCOME STATEMENT, BALANCE SHEET HIGHLIGHTS, AND CASH FLOW SUMMARY] Budget for this period: [PASTE BUDGET FIGURES] Prior month actuals: [PASTE PRIOR MONTH FOR COMPARISON] Key operational metrics: [CUSTOMER COUNT, HEADCOUNT, UNITS SOLD, ETC.] </context> <task> Produce a monthly close report: 1. Executive summary — 3 sentences: how did we do, what drove it, what to watch next month 2. P&L summary — actuals vs. budget vs. prior month, with variance highlights 3. Revenue analysis — by segment/product, what grew and what shrank, and why 4. Expense analysis — major line items vs. budget, notable over/underspends 5. Balance sheet highlights — cash position, AR aging, AP status, debt balances 6. Cash flow — operating cash flow vs. net income reconciliation 7. KPI dashboard — 5-8 key metrics with trend arrows and commentary 8. Outlook — what the current month signals for the rest of the quarter/year </task> <constraints> - Lead with the story, not the spreadsheet — numbers support the narrative - Every variance over [5% OR $X] needs a one-sentence explanation - AR aging must flag any accounts over 60 days - KPIs must compare to target, prior month, and prior year (where available) - Keep the entire report under 2 pages — detail lives in the appendix - Include one forward-looking insight, not just backward-looking reporting </constraints>

<context> Company: [NAME, STAGE, INDUSTRY] Board meeting date: [DATE] Period covered: [QUARTER OR MONTH] Financial data: [PASTE P&L, BALANCE SHEET SUMMARY, CASH POSITION] Key metrics: [ARR/MRR, GROWTH RATE, BURN, RUNWAY, CAC, LTV, CHURN] Previous board deck metrics: [PASTE FOR CONSISTENCY] Strategic context: [ANY MAJOR DECISIONS OR PIVOTS TO ADDRESS] </context> <task> Create the financial section of a board deck: 1. Financial snapshot slide — 6-8 key metrics with sparkline-style trend indicators and RAG status 2. P&L walkthrough — revenue bridge (what changed vs. last quarter), margin analysis, opex breakdown 3. Cash and runway slide — current cash, monthly burn, runway in months, path to profitability or next raise timeline 4. Unit economics slide — CAC, LTV, LTV:CAC ratio, payback period, cohort retention trends 5. Financial plan vs. actuals — are we tracking to the annual plan? Where are we off and why? 6. Forward guidance — updated forecast for the remaining year with confidence level 7. Financial asks — any budget approvals, hiring approvals, or strategic spend decisions needed </task> <constraints> - Board members have 5 minutes per slide — every number must justify its presence - Use consistent metrics quarter over quarter (don't change definitions mid-year) - RAG status: Green = on track, Amber = within 10% of plan, Red = more than 10% off - Runway calculation must include committed expenses not yet hitting P&L - Unit economics must use the same methodology as prior board decks - Never present a number without context (vs. plan, vs. prior quarter, vs. industry benchmark) </constraints>

<context> Company: [NAME, STAGE] Period: [MONTH OR QUARTER] Investor audience: [ANGELS / SEED VCS / SERIES A+ VCS / STRATEGIC INVESTORS] Financial metrics: - Revenue/MRR: [CURRENT AND TREND] - Burn rate: [MONTHLY BURN] - Cash position: [CURRENT CASH] - Runway: [MONTHS OF RUNWAY] - Key growth metrics: [CUSTOMER COUNT, PIPELINE, CONVERSION RATES] Fundraising context: [PLANNING NEXT ROUND? TIMELINE?] </context> <task> Write the financial section of an investor update: 1. Metrics table — consistent format showing this month, last month, 3-month trend, and vs. plan 2. Revenue commentary — what's driving growth or deceleration, in 2-3 sentences 3. Burn and efficiency — are we becoming more or less efficient? Revenue per $ burned 4. Cash and runway — current position and any changes to runway assumptions 5. Key financial milestones — what we hit this period, what's ahead 6. Financial outlook — confidence level on hitting next quarter's targets (high/medium/low with reasoning) 7. Capital needs — if fundraising is approaching, signal timing and amount </task> <constraints> - Metrics format must be identical month to month — investors track consistency - Be transparent about misses — investors respect honesty, not spin - Efficiency metrics matter more than growth to sophisticated investors - If runway is below 6 months, this must be prominently flagged - Capital needs discussion should be matter-of-fact, not desperate - Keep financial section under 300 words — the metrics table does the heavy lifting </constraints>

<context> Company: [NAME, INDUSTRY, BUSINESS MODEL] Audience: [CEO / LEADERSHIP TEAM / DEPARTMENT HEADS / BOARD] Current reporting: [WHAT DO WE TRACK TODAY? WHAT'S MISSING?] Strategic goals: [TOP 3-5 COMPANY GOALS FOR THIS YEAR] Data sources available: [ACCOUNTING SOFTWARE, CRM, ANALYTICS TOOLS, ETC.] </context> <task> Design a financial KPI dashboard: 1. KPI selection — identify 10-15 KPIs organized by category: - Revenue & growth (4-5 metrics) - Profitability & margins (3-4 metrics) - Cash & liquidity (2-3 metrics) - Efficiency & productivity (2-3 metrics) 2. For each KPI: - Definition (exact formula — no ambiguity) - Data source - Reporting frequency (daily/weekly/monthly) - Target/benchmark - Alert threshold (when should someone be notified?) 3. Dashboard layout — what goes above the fold vs. drill-down 4. Reporting cadence — which KPIs get reviewed daily, weekly, monthly 5. Anti-metrics — 2-3 metrics we should NOT track because they'd drive wrong behavior </task> <constraints> - Every KPI must tie to a strategic goal — no vanity metrics - Definitions must be precise enough that two people would calculate the same number - Include leading indicators (predictive), not just lagging indicators (backward-looking) - Alert thresholds should distinguish "attention needed" from "emergency" - Anti-metrics section is mandatory — what we measure shapes behavior </constraints>

<context> Company: [TARGET COMPANY NAME] Industry: [INDUSTRY] Purpose: [ACQUISITION / INVESTMENT / INTERNAL VALUATION / FUNDRAISING] Financial data: [PASTE LAST 3-5 YEARS OF REVENUE, EBITDA, CAPEX, WORKING CAPITAL CHANGES, AND NET DEBT] Growth assumptions: [MANAGEMENT GUIDANCE OR YOUR ESTIMATES] Comparable public companies: [LIST 3-5 FOR WACC ESTIMATION] </context> <task> Build a DCF valuation model: 1. Revenue projections — 5-year forecast with drivers and growth rate assumptions for each year 2. EBITDA projections — margin assumptions with path to target margin 3. Free cash flow build — EBITDA to EBIT to NOPAT, add back D&A, subtract capex, adjust working capital 4. WACC calculation — cost of equity (CAPM), cost of debt, capital structure weights 5. Terminal value — using both perpetuity growth method and exit multiple method 6. DCF output — enterprise value, equity value, per-share value (if applicable) 7. Sensitivity table — value at different WACC and terminal growth rate combinations 8. Football field — show the valuation range from DCF alongside other methods </task> <constraints> - Show every step of the WACC calculation with sources for beta, risk-free rate, and equity risk premium - Terminal value should not exceed 60-70% of total enterprise value — flag if it does - Revenue growth must decelerate to sustainable levels by year 4-5 - Working capital assumptions must be tied to revenue (as % of revenue) - Sensitivity table must show at least a 5x5 matrix - State all assumptions in one section so they can be challenged independently </constraints>

<context> Target company: [NAME AND DESCRIPTION] Industry: [INDUSTRY / SECTOR] Target financials: [REVENUE, EBITDA, NET INCOME, GROWTH RATE] Comparable companies: [LIST 5-10 PUBLIC COMPANIES OR RECENT TRANSACTIONS] Purpose: [VALUATION FOR ACQUISITION / FUNDRAISING / STRATEGIC PLANNING] </context> <task> Perform a comparable company analysis: 1. Comp selection criteria — why each company is a valid comparable (and any caveats) 2. Trading multiples table: - EV/Revenue (current and NTM) - EV/EBITDA (current and NTM) - P/E ratio - EV/Revenue-to-growth (for high-growth companies) 3. Statistical summary — mean, median, 25th percentile, 75th percentile for each multiple 4. Outlier analysis — identify and explain any outliers, and show results with and without them 5. Applied valuation — apply median and range of multiples to our target's financials 6. Premium/discount analysis — should the target trade at a premium or discount to the comp set, and why? 7. Implied valuation range — low, mid, high based on the comp analysis </task> <constraints> - Comp selection must be defensible — explain why each company is included - Multiples must be based on most recent available data - Adjust for differences in growth rate, margin profile, and market position - Don't just average the multiples — consider which comps are most similar to the target - The premium/discount argument must reference specific operational or strategic factors - Flag any comps where the multiple is distorted by one-time events </constraints>

<context> Target: [COMPANY NAME AND DESCRIPTION] Deal type: [ACQUISITION / INVESTMENT / PARTNERSHIP / MERGER] Deal size: [APPROXIMATE VALUE] Our role: [BUYER / INVESTOR / PARTNER] Industry: [TARGET'S INDUSTRY] Timeline: [DUE DILIGENCE PERIOD] Known concerns: [ANY RED FLAGS OR AREAS OF FOCUS ALREADY IDENTIFIED] </context> <task> Create a comprehensive financial due diligence checklist: 1. Historical financial analysis - Quality of earnings adjustments - Revenue recognition review (are revenues real and recurring?) - Expense normalization (one-time items, related party transactions) - Working capital analysis (trends, seasonality, manipulation risk) 2. Tax review - Tax compliance status - Outstanding tax liabilities or disputes - Transfer pricing (if multi-entity) - Net operating loss carryforwards 3. Debt and obligations - All outstanding debt with terms and covenants - Off-balance-sheet liabilities - Lease obligations (operating and finance) - Contingent liabilities and pending litigation 4. Customer and revenue analysis - Customer concentration (top 10 customers as % of revenue) - Churn and retention data - Contract terms and renewal rates - Pipeline and backlog quality 5. Operational finance - Cash management practices - Internal controls assessment - Accounting policies and any recent changes - Related party transactions 6. Forward-looking - Management projections vs. historical accuracy - Key assumptions in the financial model - Integration costs and synergies (if acquisition) - Capital requirements post-close For each item: what to request, what to look for, and red flags that should escalate. </task> <constraints> - Prioritize items by risk — what kills deals first? - Include specific document requests for each checklist item - Red flags should be concrete: "customer concentration above 30%" not "too few customers" - Include timeline — what can be verified in week 1 vs. requires deeper analysis - Flag items that require specialist review (tax counsel, IP attorney, etc.) </constraints>