Financial modelling templates
Multi-year projection models (1, 3, 5, 7 and 10 years) with the same statement structure as IAS 1 and IAS 7-style cash flows. Sector presets set management-planning assumptions (CIMA-style cost and working-capital drivers). Select a time horizon to open the model.
Presentation follows common IFRS-style structures (for example IAS 1 for the primary statements and IAS 7 for cash flows) when your chart of accounts and line mappings are set up for that purpose. Outputs depend on your data, mappings, and judgments; they are not audited financial statements and are not a substitute for professional accounting advice.
Annual projection for the current year. Useful for budgeting and short-term planning.
1 year
Three-year rolling forecast. Common for strategic plans and lender reviews.
3 years
Five-year financial model. Standard for business plans and investment cases.
5 years
Seven-year projection. Suited to medium-term debt and project finance.
7 years
Ten-year strategic model. Used for long-term valuation and scenario analysis.
10 years
Sample Template Financial Model 2020 V2 structure. Five-year model from 2020.
5 years
7-year model — Years 2026 to 2032
The three statements use the same IAS 1 / IAS 7-style layout for every sector. Industry presets only set default drivers for planning and sensitivity (management accounting — similar to CIMA cost and working-capital thinking), not audited statutory numbers. Data prepopulated from "General" preset.
Presentation follows common IFRS-style structures (for example IAS 1 for the primary statements and IAS 7 for cash flows) when your chart of accounts and line mappings are set up for that purpose. Outputs depend on your data, mappings, and judgments; they are not audited financial statements and are not a substitute for professional accounting advice.
Load assumptions from your financial statements (trial balance / P&L / SFP / cash flow) for a period. Same period as in Financial statements.
ClariFi can suggest ideas or turn plain language into driver changes. Requires OPENAI_API_KEY and advisor access.
Edit any input — the model updates as you type. Use ± to nudge values. Add revenue, cost of sales, or operating expense lines for a breakdown by category.
Key drivers
Slide to adjust — values stay in sync with the fields below.
Projected statements use IAS 1-style P&L and SFP labels and an IAS 7-style cash flow layout; amounts are model outputs from your assumptions, not prepared financial statements.
| Line item | Y1(2026) | Y2(2027) | Y3(2028) | Y4(2029) | Y5(2030) | Y6(2031) | Y7(2032) |
|---|---|---|---|---|---|---|---|
| Revenue | KSh 10,000,000 | KSh 11,000,000 | KSh 12,100,000 | KSh 13,310,000 | KSh 14,641,000 | KSh 16,105,100 | KSh 17,715,610 |
| Cost of sales | KSh 5,500,000 | KSh 6,050,000 | KSh 6,655,000 | KSh 7,320,500 | KSh 8,052,550 | KSh 8,857,805 | KSh 9,743,586 |
| Gross profit | KSh 4,500,000 | KSh 4,950,000 | KSh 5,445,000 | KSh 5,989,500 | KSh 6,588,450 | KSh 7,247,295 | KSh 7,972,025 |
| Operating expenses | KSh 2,500,000 | KSh 2,750,000 | KSh 3,025,000 | KSh 3,327,500 | KSh 3,660,250 | KSh 4,026,275 | KSh 4,428,903 |
| Operating profit | KSh 1,700,000 | KSh 1,870,000 | KSh 2,057,000 | KSh 2,262,700 | KSh 2,488,970 | KSh 2,737,867 | KSh 3,011,654 |
| Finance costs | KSh 200,000 | KSh 220,000 | KSh 242,000 | KSh 266,200 | KSh 292,820 | KSh 322,102 | KSh 354,312 |
| Profit before tax | KSh 1,500,000 | KSh 1,650,000 | KSh 1,815,000 | KSh 1,996,500 | KSh 2,196,150 | KSh 2,415,765 | KSh 2,657,342 |
| Income tax expense | KSh 450,000 | KSh 495,000 | KSh 544,500 | KSh 598,950 | KSh 658,845 | KSh 724,730 | KSh 797,202 |
| Profit for the period | KSh 1,050,000 | KSh 1,155,000 | KSh 1,270,500 | KSh 1,397,550 | KSh 1,537,305 | KSh 1,691,036 | KSh 1,860,139 |
| Line item | Y1(2026) | Y2(2027) | Y3(2028) | Y4(2029) | Y5(2030) | Y6(2031) | Y7(2032) |
|---|---|---|---|---|---|---|---|
| Cash and cash equivalents | KSh 1,165,068 | KSh 1,931,575 | KSh 2,774,733 | KSh 3,702,206 | KSh 4,722,427 | KSh 5,844,669 | KSh 7,079,136 |
| Trade receivables | KSh 1,232,877 | KSh 1,356,164 | KSh 1,491,781 | KSh 1,640,959 | KSh 1,805,055 | KSh 1,985,560 | KSh 2,184,116 |
| Inventory | KSh 904,110 | KSh 994,521 | KSh 1,093,973 | KSh 1,203,370 | KSh 1,323,707 | KSh 1,456,078 | KSh 1,601,685 |
| Other current assets | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Total current assets | KSh 3,302,055 | KSh 4,282,260 | KSh 5,360,486 | KSh 6,546,535 | KSh 7,851,188 | KSh 9,286,307 | KSh 10,864,938 |
| Non-current assets | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Total assets | KSh 3,302,055 | KSh 4,282,260 | KSh 5,360,486 | KSh 6,546,535 | KSh 7,851,188 | KSh 9,286,307 | KSh 10,864,938 |
| Trade payables | KSh 452,055 | KSh 497,260 | KSh 546,986 | KSh 601,685 | KSh 661,853 | KSh 728,039 | KSh 800,843 |
| Other current liabilities | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Total current liabilities | KSh 452,055 | KSh 497,260 | KSh 546,986 | KSh 601,685 | KSh 661,853 | KSh 728,039 | KSh 800,843 |
| Non-current liabilities | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Total liabilities | KSh 452,055 | KSh 497,260 | KSh 546,986 | KSh 601,685 | KSh 661,853 | KSh 728,039 | KSh 800,843 |
| Equity / Capital | KSh 5,000,000 | KSh 5,000,000 | KSh 5,000,000 | KSh 5,000,000 | KSh 5,000,000 | KSh 5,000,000 | KSh 5,000,000 |
| Retained earnings | KSh 6,050,000 | KSh 7,205,000 | KSh 8,475,500 | KSh 9,873,050 | KSh 11,410,355 | KSh 13,101,390 | KSh 14,961,530 |
| Other equity | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Total equity | KSh 11,050,000 | KSh 12,205,000 | KSh 13,475,500 | KSh 14,873,050 | KSh 16,410,355 | KSh 18,101,391 | KSh 19,961,530 |
| Line item | Y1(2026) | Y2(2027) | Y3(2028) | Y4(2029) | Y5(2030) | Y6(2031) | Y7(2032) |
|---|---|---|---|---|---|---|---|
| Profit before tax | KSh 1,500,000 | KSh 1,650,000 | KSh 1,815,000 | KSh 1,996,500 | KSh 2,196,150 | KSh 2,415,765 | KSh 2,657,342 |
| Depreciation and amortisation | KSh 300,000 | KSh 330,000 | KSh 363,000 | KSh 399,300 | KSh 439,230 | KSh 483,153 | KSh 531,468 |
| Change in working capital | KSh -1,684,932 | KSh -168,493 | KSh -185,342 | KSh -203,877 | KSh -224,264 | KSh -246,691 | KSh -271,360 |
| Net cash from operating activities | KSh 115,068 | KSh 1,811,507 | KSh 1,992,658 | KSh 2,191,923 | KSh 2,411,116 | KSh 2,652,227 | KSh 2,917,450 |
| Capital expenditure | KSh -500,000 | KSh -550,000 | KSh -605,000 | KSh -665,500 | KSh -732,050 | KSh -805,255 | KSh -885,781 |
| Other investing | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Net cash from investing activities | KSh -500,000 | KSh -550,000 | KSh -605,000 | KSh -665,500 | KSh -732,050 | KSh -805,255 | KSh -885,781 |
| Proceeds / (repayment) of borrowings | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Dividends paid | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Other financing | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |
| Net cash from financing activities | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 | KSh 0 |