PnL Studio
P&L STUDIO/COURSES/COURSE #1
Starts Sep 30 · Early access open

Management reporting course: “Read the report. Make the decision.”

Management reporting for owners and top managers. 16 short lessons across 8 modules + a bonus block. Learn to see P&L, Cash Flow and working capital as a decision system — not a pile of tables.

Course start
September 30, 2026
Early access
€99€149
early-access price · valid until the course starts
Format
16 lessons · 8 modules + bonus · templates · final test
Reserve early accessSee the program
Who this course is for
  • Owners, CEOs, COOs, business-unit leaders and top managers
  • People who receive management reports but don't always know what conclusions to draw
  • Leaders who want to decide on data — not intuition
  • Anyone accountable for the P&L of a unit or company
Course methodology

Every management case is unpacked with the same logic. Not theory — a way to think about your own numbers.

Number
Comparison
Deviation
Cause
Decision
Program

16 short video lessons in 8 modules + a bonus block. ~3–3.5 hours of video and practice on your own numbers after each module.

01
Module

Reporting as a management system

→ What is really happening in the business: is it earning, generating cash and becoming more stable — or only looking like it grows?

Module result
  • ·Explain the purpose of P&L, Cash Flow and Balance Sheet
  • ·Understand why profit is not cash
  • ·See contradictions between revenue growth, profitability and cash flow
  • ·Formulate first management questions to the reports
УРОК 1

Three reports — three management questions

→ Am I earning? Where is the money? How stable is the business?

Lesson content
  • How management reporting differs from bookkeeping, and who it is for
  • P&L — the financial result
  • Cash Flow — movement of cash
  • Balance Sheet — the financial position
  • Why one report is not enough and where to look for each answer
УРОК 2

Why growth can worsen the financial state

→ Is every kind of growth good for the business?

Lesson content
  • Why revenue growth does not always mean profit growth
  • How low-margin sales affect the result
  • How rising receivables drain cash and cause gaps
  • How P&L, Cash Flow and Balance Sheet connect
02
Module

Revenue: what drives the business

→ Why did revenue change and is the growth sustainable?

Module result
  • ·Break revenue change into price, volume and mix
  • ·Identify sources of growth
  • ·See concentration risk
  • ·Tell quality growth from risky growth
УРОК 3

What revenue change consists of

Lesson content
  • Revenue and Revenue Growth
  • Growth from clients, volume, price and product mix
  • Why the same revenue growth can be very different in quality
RevenueRevenue GrowthVolumeAverage PriceARPC
УРОК 4

Revenue structure and concentration risk

Lesson content
  • Revenue by Product, Client, Market, Channel
  • Customer Concentration and why a large share of one client is a risk
Top client shareTop-5 shareStructure by product and market
03
Module

Margin: what the business actually earns

→ Which products, clients and directions create profit — and which only add revenue?

Module result
  • ·Understand Gross Profit, Gross Margin, Contribution Margin
  • ·Analyze profitability by cuts
  • ·See impact of price, discounts and cost
  • ·Spot high revenue with low economic value
УРОК 5

How margin is built

Lesson content
  • Gross Profit and Gross Margin
  • Contribution Margin
  • Fixed and variable costs
  • Why the same revenue can produce different profit
Gross Margin = (Revenue − COGS) / RevenueContribution Margin = (Revenue − Variable Costs) / Revenue
УРОК 6

Profitability by client, product and channel

Lesson content
  • Margin by client, product, market, channel
  • Cost of individual service
  • Impact of discounts on profitability
04
Module

Operating expenses: which costs create value

→ Which costs help the business grow and which reduce efficiency?

Module result
  • ·Analyze OPEX structure
  • ·Assess cost dynamics vs. the business
  • ·Distinguish growth investment from inefficient spend
  • ·Use budget as a hypothesis-control tool, not a limit
УРОК 7

How to read operating expenses

Lesson content
  • OPEX structure, fixed and semi-variable costs
  • Payroll/Revenue, Marketing/Revenue
  • Revenue per Employee, Cost per Employee
  • Why the ratio matters more than the absolute number
УРОК 8

Plan vs. actual and payback of spend

Lesson content
  • Budget vs Actual and why a variance is not always a problem
  • CAC, ROI, Payback Period
  • How to evaluate spend before cutting it
05
Module

EBITDA, profitability and payback of decisions

→ How much must a new project, product or hire earn to be economically justified?

Module result
  • ·Understand EBITDA and EBITDA Margin
  • ·Tell EBITDA from net profit and cash flow
  • ·Calculate break-even
  • ·Estimate minimum sales for payback
УРОК 9

What EBITDA shows

Lesson content
  • EBITDA, EBITDA Margin, Operating Profit, Net Profit
  • Why EBITDA is not cash flow
  • Limitations of EBITDA as a metric
УРОК 10

How to test payback of a decision

Lesson content
  • Break-even Point, Contribution Margin, Operating Leverage
  • Evaluating a hire, a product launch, a new direction
06
Module

Cash and Cash Flow

→ Why is there profit but no free cash?

Module result
  • ·Read Cash Flow structure
  • ·Understand what changed the cash balance
  • ·Tell profit from cash flow
  • ·Detect upcoming cash gaps
УРОК 11

How to read Cash Flow

Lesson content
  • Operating, Investing, Financing Cash Flow
  • Net Cash Flow and Cash Balance
  • Why positive profit does not guarantee positive cash flow
УРОК 12

Cash gap, Burn Rate, Runway

Lesson content
  • Cash Gap and payment calendar
  • Cash Burn and Runway
  • Minimum cash reserve and scenarios to prevent a gap
07
Module

Working capital: where cash is frozen

→ How much cash sits in receivables, inventory and payables?

Module result
  • ·Calculate DSO, DPO, DIO
  • ·Understand the Cash Conversion Cycle
  • ·Identify the main sources of frozen capital
  • ·Estimate the effect of changing payment terms
УРОК 13

Receivables and payables

Lesson content
  • Accounts Receivable and Accounts Payable
  • DSO, DPO, overdue receivables and Aging Analysis
  • Why the average term can hide the problem
УРОК 14

Inventory and Cash Conversion Cycle

Lesson content
  • Inventory, DIO, Slow-moving and Obsolete Inventory
  • Cash Conversion Cycle and inventory impact on cash
08
Module

Owner's financial dashboard

→ Which metrics really need to be controlled — and how often?

Module result
  • ·Choose 10–15 core KPIs
  • ·Split them into financial and operational
  • ·Set the control frequency
  • ·Set internal targets and attention triggers
УРОК 15

How to build a management dashboard

Lesson content
  • Why too many metrics create noise
  • Financial and operational KPIs, leading and lagging indicators
  • Controllable and result metrics, weekly and monthly KPIs
  • How to set targets and define the trigger for management action
Base: Revenue, Revenue Growth, Gross Margin, EBITDA, EBITDA Margin, Operating Cash Flow, Cash BalanceWorking capital: DSO, DPO, DIO, Cash Conversion CycleSaaS/digital: CAC, LTV, Churn, ARPUServices: Utilization, Revenue per Employee, Billable RateProduct: Inventory Turnover, Stock Availability, AOV
BONUS

Bonus module · 'What if' financial scenarios

→ How to assess the financial impact of a decision before you take it?

Module result
  • ·Build base scenarios
  • ·Assess impact on profit and cash flow
  • ·Compare base, upside and downside cases
  • ·Identify key assumptions and risks
УРОК 16

Decision Impact Calculator

Lesson content
  • Why every decision rests on assumptions
  • Base Case, Upside Case, Downside Case, sensitivity analysis
  • Impact on Revenue, Gross Profit, EBITDA, Cash Flow, Cash Balance
  • Typical scenarios: +5% price, +10% payroll, hiring 10, +€100K marketing, +30 days client terms, new market, +20% sales
Course materials
  • 16 video lessons in 8 modules + bonus (~3–3.5 hours)
  • Executive Financial Dashboard — Excel template
  • KPI Dictionary — formula, source, comparison basis, possible causes, actions, limits
  • Decision Cards — 'Situation → What to check → Causes → Decisions → How to measure'
  • Management reporting template
  • Decision Impact Calculator — Excel scenario tool
  • Real cases from iGaming, IT, digital, SaaS and pharma
  • Management Review Checklist and final test
Final work · Management Review

Use your own report or a training case. Analyze Revenue, Gross Margin, EBITDA, Operating Cash Flow, Cash Balance, Accounts Receivable, DSO and one industry operational KPI. Minimum result — three grounded management decisions.

  • 01What is the number?
  • 02What is it compared against?
  • 03Is the deviation material?
  • 04Which causes must be checked?
  • 05Which management decision can be considered?
  • 06What result is expected and how will it be measured?
Number
Comparison
Deviation
Cause
Decision
Reserve early access

Management reporting course: “Read the report. Make the decision.”

Leave your email — we'll send details, the €99 early-access link, and access to materials right after the launch on September 30.

€99€149· September 30, 2026
Reserve my seat · €99

Seats in the first cohort are limited.