Flexee Finance
Student teams run NovaVolt Industries. Each period they make seven categories of operational decisions, the engine produces GAAP financial statements, and two officers certify them under simulated Sarbanes-Oxley Section 302. Rival teams see the certified statements — and when the Strategic Review period opens, the acquisition analysis begins.
NovaVolt Industries. Three statements. Seven notes. Two certifying officers.Built on Flexee Supply Chain
The operational decisions run on the Flexee Supply Chain engine — demand forecasting, production, sourcing, pricing, marketing, quality, logistics. What Finance adds is everything above the operations line: three GAAP financial statements, seven accounting notes with real policy elections, the SOX 302 officer certification workflow, and the Rivals Board where competing teams see each other's certified books.
Students run NovaVolt Industries, a residential power management manufacturer selling the Home Power Monitor and the Smart Battery Controller across three regional markets. Six suppliers from China, the USA, Germany, Vietnam, Mexico, and India compete for the procurement allocation. Regional excise duties, seasonality, and elasticity move with every decision.
Faculty schedule the themes. Baseline Operations sets the engine. Service Level Pressure puts retail partners in play. Supply Disruption tests whether teams built redundancy during calm periods. Tax Optimization opens the postponed production mechanic. Competitive Pricing forces margin-versus-volume calls. And Strategic Review opens the Rivals Board — where certified statements become visible and the acquisition analysis begins.
Every period the engine produces a GAAP-compliant set of statements from the team's decisions. Two officers certify. The balance sheet balances. The books go public. And rivals start reading.
Faculty-configurable. Schedule them in any order.
Seven categories of operational decisions drive the financial statements. Every choice flows through to revenue, COGS, working capital, or the notes — where students see the accounting consequences of their own inputs.
Six forecasts — two products across three regional markets. Price elasticity applies against base prices. A poor forecast creates stockout penalties on one side and inventory pileup on the other.
Elasticity-driven demandProduction volumes by product, shift count from one to three. Second shift at 1.15× cost, third shift at 1.5×. The overtime multiplier lands directly in COGS labor.
Capacity = shifts × 250KSix suppliers across China, the USA, Germany, Vietnam, Mexico, and India. Cost ranges from $110 to $195. Lead times from zero to 45 days. Defect rates from 0.5% to 3.0%. Primary plus secondary plus allocation.
TCO sourcingRegional pricing for both products. Marketing budget as a percentage of revenue, allocated across four customer segments. Returns flow to revenue as a contra account. Rebates roll through the notes.
Revenue managementInspection level sets defect catch rate and warranty claim downstream. Logistics mode trades freight cost against service reliability. Fall below 92% perfect-order and the SLA penalty hits OpEx.
Service-level economicsCentral manufacturing, regional final assembly. Postponed production reduces excise duty exposure by 60% on postponed volume in R2 and R3 — but work-in-progress inventory inflates the balance sheet. An accounting election, not just an operational one.
Jurisdictional accountingSix mechanics that separate Flexee Finance from case studies, Excel exercises, and every other business simulation — because none of them put the student's name on the line.
Three statements per period: Income Statement, Balance Sheet, Statement of Cash Flows. Indirect method cash flow reconciling from net income through working capital changes. The balance sheet balances within a $7K tolerance — and the next release closes that gap.
Significant Accounting Policies, Revenue Disaggregation, Inventories, PP&E, Debt and Credit Facility, Commitments and Contingencies, Subsequent Events. Students elect LIFO or FIFO. They set useful lives for each asset class. They choose warranty rates, lease classifications, capitalization thresholds. The elections drive the engine, not the other way around.
CEO and CFO names enter the certification panel. Both must confirm. Both get timestamped and audit-logged. Once certified, the statements hard-lock. A facilitator override creates a new revision with a reason — it never edits in place.
After Strategic Review activates, certified statements become visible to competing teams. Side-by-side income, balance sheet, and cash flow comparisons. Estimate quality indicators. Analyst notes. Teams read each other's books the way real analysts read 10-Qs.
Strategic Review opens the acquisition window. Teams work the way real analysts work — reading the rival's income statement, balance sheet, cash flow, and the accounting notes line by line to judge what's actually going on underneath the numbers. Inventory elections, capitalization thresholds, subsequent events — the notes tell a story the top line hides. Teams form a view of target health, submit bids with rationale, and see bid resolution. Winning bidders merge their target's statements for final-period presentation. The exit strategy becomes part of the grade.
Officer names are bound to the team roster period by period. If a team wants to swap CEO or CFO mid-simulation, they file an 8-K with departing and replacement officer details. Facilitator reviews, approves, roster updates, next certification validates against the new names. Students learn what continuity-of-officer disclosure actually requires.
Configurable number of quarterly periods. Four competing teams. Works for corporate finance, financial accounting, intermediate accounting, and MBA core finance courses. Faculty schedule the themes to match the syllabus — or let the standard sequence run.
Each team enters seven categories of decisions for the period — demand, production, sourcing, pricing, marketing, quality, logistics.
Engine runs. GAAP statements and seven notes generate automatically from the decisions and the team's accounting elections.
CEO and CFO enter their names, confirm the certification language, and sign. Statements lock. The audit log records everything.
Rivals Board updates with certified statements. In Strategic Review, acquisition analysis opens. Final period: who bought whom, and for how much.
The product thesis
"Teams operate NovaVolt Industries. Each period they make seven categories of operational decisions, the engine produces a GAAP-compliant set of financial statements, and two officers certify them under simulated Sarbanes-Oxley Section 302. Certified statements become visible to rival teams for comparative analysis and acquisition decision-making."
From the Flexee Finance developer handoff specification
Your implementation guide
Sales, implementation, and training for Flexee Finance. He'll help you map the simulation to your course — which themes to schedule when, how to pace the certifications across a semester, and how to structure the debrief around the Rivals Board and the acquisition analysis.
CPIM · CSCP · CLTD · CTSC
Book a thirty-minute walkthrough. We'll show you the certification workflow, walk through a period of NovaVolt, and help you think through where Flexee Finance fits your syllabus.