Can you answer questions 2 and 3 based on the financials i have given. And for number 3 i have attached the questions it is referencing.

2. Financial Leverage How is HFI financing its investments and to what degree is it using debt to fund its assets? Also analyze [Pre-Tax] ROA and [Pre-Tax] ROE using the "slice and dice" method. 3. Cash Flow Analysis A. Analyze HFI's Cash Flow Margin, Net Cash After Operations to Capital Expenditures, Depreciation to Net Cash After Operations and Capital Expenditures to Depreciation. B. Answer the four critical commercial questions from HFI's 2020 and 2021 UCA Cash Flow Statements and perform a trend analysis. Refer to the "secret sauce" in Binder \#1 UCA Cash Flow Statements and include numbers to support your answers. Is There a Requirement for Additional Financing? A. If there is a Financing Surplus, the firm generated sufficient operating cash flow to meet all cash outlays related to its business including debt service and long-term investments. The amount of any such Financing Surplus will flow to and increase the firm's Cash \& Equivalents by the amount of the surplus. B. By contrast, a Financing Requirement indicates a shortfall in operating cash flow to cover to all of the firm's business cash outlays. In this case and if the firm does not wish to reduce its Cash \& Equivalents, it will need to raise cash from a combination of external sources in the form of related parties such as other companies and/or owners, short-term debt, long-term debt and/or capital injections to meet the deficit. IV. What is the Cash Source(s) to Meet the Financing Requirement? A. If Total External Financing exceeds the Financing Requirement, the change in Cash \& Equivalents will be positive resulting in an increase in the firm's Cash \& Equivalents. B. If Total External Financing is less than the Financing Requirement, the firm was not able to cover its cash flow deficit with a combination of loans from related parties, additional short-term debt, long-term debt, and/or capital injections. This indicates that the firm was compelled to use some or all of its existing cash balances to meet its cash needs for the period, resulting in a negative Change in Cash \& Equivalents. III. What is the Cause(s) of the External Financing Requirement? A. If Cash After Operations is negative, there was insufficient cash flow to fund an increase in an operating asset(s) and/or an increase in an operating expense(s). What is the Cash Source(s) for Servicing Existing Interest-Bearing Debt? A. If all the summary cash accounts beginning with Cash From Trading down to and including Cash After Debt Amortization are positive, then the firm generated sufficient cash flow to cover all of its operating expenses and taxes paid after other income (expense) to pay financing costs and reduce long-term debt as scheduled. This is the preferred and primary source of debt service. \begin{tabular}{|c|c|c|} \hline \begin{tabular}{l} Home Furnishings, Inc. \\ March 5,2022 \\ Statement in Thousands \end{tabular} & \begin{tabular}{r} Unqualified \\ Dec. 31 \\ 2020 \end{tabular} & \begin{tabular}{r} Unqualified \\ Dec. 31 \\ 2021 \end{tabular} \\ \hline 22UCA Cash Flow & USD & USD \\ \hline \begin{tabular}{l} Net Sales \\ Change in Current Receivables \end{tabular} & \begin{tabular}{r} 2,434,130 \\ 7,227 \end{tabular} & \begin{tabular}{r} 2,447,430 \\ (9,835) \end{tabular} \\ \hline Cash from Sales & 2,441,357 & 2,437,595 \\ \hline Cost of Goods Sold (Less Depr.) & (1,777,814) & (1,781,037) \\ \hline \begin{tabular}{l} Change in Inventories \\ Change in Accounts Payable \end{tabular} & \begin{tabular}{l} 17,420 \\ (6,550) \end{tabular} & \begin{tabular}{r} (30,144) \\ 1,779 \end{tabular} \\ \hline Change in Accounts Payable & & \\ \hline Cash Production Costs & (1,766,944) & (1,809,402) \\ \hline CASH FROM TRADING & 674,413 & 628,193 \\ \hline \begin{tabular}{l} Selling, General \& Admin. Exp. \\ Other Operating Expenses \\ Change in Prepaids \\ Change in Accrued Expenses \\ Chg in Oth. Curr. Assets/Liab. \end{tabular} & \begin{tabular}{r} (406,297) \\ (30,541) \\ 1,774 \\ (7,010) \\ 0 \\ \end{tabular} & \begin{tabular}{r} (422,954) \\ (26,882) \\ (1,583) \\ 12,453 \\ 0 \end{tabular} \\ \hline Cash Operating Costs & (442,074) & (438,966) \\ \hline CASH AFTER OPERATIONS & 232,339 & 189,227 \\ \hline \begin{tabular}{l} Other Income (Expense) \\ Change in Other Liabilities \\ Income Tax Expense \\ > Chg Deferred Income Taxes \\ Change in Deferred Income Taxes \\ Change in Income Taxes Payable \end{tabular} & \begin{tabular}{r} 3,482 \\ (11,331) \\ (54,651) \\ (7,795) \\ 10,946 \\ 0 \\ \end{tabular} & \begin{tabular}{r} 2,298 \\ (2,981) \\ (51,073) \\ (2,481) \\ 8,509 \\ 0 \end{tabular} \\ \hline Taxes Paid \& Other Inc (Exp) & (59,349) & (45,728) \\ \hline NET CASH AFTER OPERATIONS & 172,990 & 143,499 \\ \hline \begin{tabular}{l} Dividends or Owners Withdrawals \\ Change in Dividends Payable \\ Interest Expense \\ Change in Interest Payable \end{tabular} & \begin{tabular}{r} (6,975) \\ 0 \\ (19,384) \\ (985) \end{tabular} & \begin{tabular}{r} (28,643) \\ 0 \\ (15,314) \\ (41) \\ \end{tabular} \\ \hline Cash Financing Costs & (27,344) & (43,998) \\ \hline CASH AFTER FINANCING COSTS & 145,646 & 99,501 \\ \hline Current Portion Long Term Debt & 0 & 0 \\ \hline CASH AFTER DEBT AMORTIZATION & 145,646 & 99,501 \\ \hline \begin{tabular}{l} Capital Expenditures \\ Change in Long Term Investments \\