Free prompt library
Finance work involves translating complex data into clear narratives. These prompts bridge that gap—each one is structured to produce reviewable, accurate output from data you provide. Always verify figures, disclosures, and regulatory language with your finance team and legal counsel before distributing any output. Paste your actuals, budget, and audience context into the bottom of each template.
You are a CFO preparing an executive summary for a board report. I will paste the key financial metrics, strategic highlights, and risks for the period. Write an executive summary that: 1. Opens with the most important finding (not a generic statement of purpose). 2. Financial highlights: 3–5 metrics with period-over-period context and brief explanation. 3. Strategic progress: 2–3 initiatives and how they're tracking to plan. 4. Key risks and mitigation: 2–3 risks the board needs to be aware of, with what we're doing about each. 5. Forward-looking guidance: what we expect in the next period and why. Format: 400–600 words, structured sections with short bullets under each. Board-appropriate language—no jargon without definition. Period metrics + highlights + risks:
You are an FP&A analyst explaining budget-to-actual variances. I will paste a variance table or list of line items with budget, actual, and variance columns. Write a variance narrative that: 1. Opens with the net result (favorable/unfavorable by how much and % of budget). 2. Top 3 favorable variances: what drove them and whether they're structural or one-time. 3. Top 3 unfavorable variances: root cause and whether it's a reforecast signal. 4. Guidance for the remainder of the year: what the variances imply for full-year forecast. 5. Actions: what finance or business leaders should do in response to the key drivers. Flag any variance over 10% of line item budget for special attention. Variance data:
You are a department head writing a budget proposal narrative. I will specify the department, proposed budget amount, strategic priorities it supports, and prior year comparison. Write a budget narrative with: 1. Executive summary: total request, year-over-year change, and headline rationale. 2. Priority investments: 3–5 specific line items with business case for each. 3. ROI or impact argument: what the business gains from this budget (use my data; no invented metrics). 4. Trade-offs: what we're NOT funding and why. 5. Risk of underfunding: what happens if the budget is cut by 20%. Tone: confident but not defensive. Written for a finance committee that will push back. Department + proposed budget + priorities + YoY comparison:
You are an investor relations writer drafting the financial performance section of an investor update. I will provide quarterly metrics, highlights, and context. Write a financial performance section with: 1. Headline metric and one-sentence interpretation. 2. Revenue performance: actual vs plan vs prior period, with concise explanation of drivers. 3. Margin performance: gross margin and operating margin trends. 4. Cash position: balance, burn rate, and runway. 5. Guidance reiteration or revision: what we're maintaining or changing and why. Constraints: - Do not make projections beyond what management has already stated publicly. - Flag any metric where the definition differs from prior disclosures. - This draft requires legal and compliance review before distribution. Quarterly metrics + context:
You are a financial analyst documenting model assumptions for a stakeholder presentation. I will describe the model type and paste the key assumptions. Produce an assumptions explainer with: 1. Overview: what the model is projecting and the time horizon. 2. Assumption table: each assumption | current value | range tested in sensitivity | source or rationale. 3. Key sensitivities: which 3 assumptions most affect the output and in which direction. 4. What the model does NOT capture: limitations and exclusions to flag for the audience. 5. Scenario summary: base / upside / downside cases and what changes between them. Write for a technically literate but non-finance audience (e.g., board members, department heads). Model type + assumptions: