Give Feedback
Review last month’s cash flow against runway and identify one area to reduce risk or optimize spending this week.
Set a recurring reminder to check runway and cash balances every Monday morning.
Create a simple spreadsheet to track three recurring scaling costs and update it daily for one week.
Categorize five recent expenses as fixed or variable to better understand scaling flexibility.
List your top three recurring scaling costs and brainstorm one possible efficiency improvement for each.
Review one vendor invoice from scaling—check for errors or hidden charges today.
Reflect on when you avoided reviewing finances—what belief or fear influenced that decision?
Reflect on a time poor financial oversight hurt scaling—what could you have done differently?
How confident are you in reading investor reports or P&Ls? What would raise your confidence now?
What financial risks have you taken while scaling—what lessons came from the outcome?
Reflect on how your budgeting rhythm supports or hinders scaling—where do you feel informed or lost?
Reflect on how your personal financial habits affect how you manage company growth.
Spend 30 minutes reviewing your scale-up’s cash runway—spot one area that needs closer attention.
Join your CFO or finance lead in the next budget review—listen actively and capture one new learning.
Track business spending for one week—summarize insights for your leadership team.
Choose one key financial KPI (e.g., runway, margin) and interpret what the latest value signals.
Identify one vague expense in your accounts—request clarification from finance today.
Set a micro-financial goal (e.g., cut 3% on costs) and measure the result in two weeks.
Ask your CFO to explain a financial metric tied to runway or unit economics that you don’t fully understand.
Share a scaling investment idea with your board—ask for input on risks and opportunities.
Present one section of your financial model in a meeting—ask for candid questions or concerns.
Request feedback from your CFO on how financially disciplined you’re perceived to be in growth decisions.
Ask a peer founder how they manage unexpected scaling costs—what practices keep them disciplined?
Share a financial learning resource on scaling with your CFO or finance lead—discuss relevance together.
Instead of “I’m not finance-minded,” say “Financial fluency is a learnable scaling skill.”
See cash limits not as blockers but as boundaries forcing smarter scaling choices.
See budgeting as a growth lever, not a burden—it gives you more control in scaling cycles.
Recast “cutting costs” as “redirecting resources toward growth and resilience.”
Replace “Finance is someone else’s job” with “Financial mastery drives scaling leadership.”
Instead of “Financial reports are dry,” see them as maps showing scaling risks and opportunities.
Watch how senior leaders talk about financial goals during team meetings—note key terms and priorities.
Observe how often financial metrics come up in decision-making discussions and who initiates them.
Study how budget owners justify spending in approval meetings—what arguments are most convincing?
Track how often teams ask about ROI or cost impact during brainstorming or planning sessions.
Listen for signs of financial confidence or discomfort in your peers during budget discussions.
Monitor the timing and tone of financial updates in leadership emails or presentations—what do they emphasize?
