Six calculators. No signup.

These are the numbers I work out in the first week of an engagement. Everything computes on this page, nothing you type goes anywhere, and there is no email gate.

Runway and burn

Know your runway in 30 seconds. Three numbers tell you how long the cash lasts: what’s in the bank, what comes in each month, and what goes out.

Cash on hand, $ Total across every bank and treasury account, today. Monthly cash in, $ What you actually collect per month, not MRR or bookings. Use a three-month average. Monthly cash out, $ Everything leaving the account: payroll, contractors, rent, software, all of it.

Fill in the three numbers and the runway, cash-out month, and net burn show up here.

Runway in months = cash on hand divided by net monthly burn, where net burn = monthly cash out minus monthly cash in.

How long your money sits in someone else’s account

Days sales outstanding is the first of the six numbers, and the one most companies cannot produce on request. It is the gap between doing the work and holding the cash.

Revenue invoiced, last 12 months, $ What you billed over the year, not what you collected. Accounts receivable today, $ Everything invoiced and still unpaid, including the invoices you would rather not think about. Target DSO, days Where you want it. Net-30 terms rarely collect in 30, so 35 to 45 is a realistic first target.

Fill in the revenue and receivables and your DSO, the cash tied up, and what hitting target would release show up here.

DSO = (accounts receivable divided by annual invoiced revenue) multiplied by 365. Cash released = daily revenue multiplied by the days of improvement. That released cash is a one-off, and it is usually the cheapest money in the building.

What a customer costs, and when you get it back

Acquisition cost on its own says very little. What matters is how many months of margin it takes to earn it back, because that is the gap you have to fund out of cash you already have.

Sales and marketing spend per month, $ Fully loaded: salaries, commission, ads, tools, events, agencies. New customers per month Closed and started paying. Use a three-month average. Revenue per customer per month, $ Average across the customers you actually sign, not the plan you wish they bought. Gross margin, % After hosting, support, and anything else it costs to serve them. Monthly churn, % Share of customers who leave each month. Leave blank to skip lifetime value.

Fill in the spend, the customers, and the margin and the acquisition cost, payback, and lifetime value show up here.

CAC = monthly spend divided by new customers. Payback = CAC divided by monthly gross profit per customer. Lifetime value = monthly gross profit divided by churn rate. Under 12 months payback is generally healthy; past 18 you are funding growth out of the balance sheet.

What the comp plan actually costs

Sales comp is usually the second biggest line after payroll, and most plans are priced on the rate rather than the total. This gives you the all-in number and what it works out to per dollar booked.

Reps on the plan Everyone carrying a quota under this plan. Annual quota per rep, $ The number one rep has to book in a year. Expected attainment, % What the team actually hits on average, not the plan assumption. 100 means everyone lands exactly on quota. Base salary per rep, $ Fixed salary before any commission. Commission rate to quota, % Paid on every dollar up to quota. Accelerator above quota, % Paid on dollars past quota. Leave blank to use the same rate throughout.

Fill in the plan and the booked revenue, commission, all-in cost, and cost per dollar show up here.

All-in cost of sales = base salaries plus commission. Cost per dollar booked = all-in cost divided by revenue booked. Dollars above quota are paid at the accelerator rate.

What a hire really costs in year one

Salary is around two thirds of it. The rest is payroll taxes, benefits, tooling, recruiting, and the months before someone is productive, which is the second of the six numbers.

Base salary, $ Before anything else. Taxes and benefits, % Employer payroll taxes, health, retirement match, insurance. 20 to 30 percent is typical in the US. Tools and equipment, year one, $ Laptop, phone, desk, and every seat licence they need. Recruiting cost, $ Agency fee, job ads, or your own time. A 20 percent contingency fee on this salary would be shown as the default. Months to fully productive Honestly. For most non-entry roles it is three to six.

Fill in the salary and the burden and the true year-one cost, the ramp cost, and the ongoing run rate show up here.

Year-one cost = salary plus employer burden plus tools plus recruiting. Spent before productive = the monthly loaded cost multiplied by the ramp months, which is money out before any work comes back.

Software you are paying for and nobody uses

Seat counts drift upward and almost never drift back. People leave, tools get replaced, and the invoice keeps renewing at the old number. Two numbers tell you how much of it is dead weight.

Monthly software spend, $ Every subscription across every card and every department. Check the card statement, not the budget. Seats you pay for Total licences billed across all tools. Seats used in the last 30 days Actually logged in and did something. Most admin consoles will tell you.

Fill in the spend and the seat counts and the waste, utilisation, and real per-seat cost show up here.

Waste = monthly spend multiplied by the share of seats nobody used. Real cost per active seat = total spend divided by seats actually used, which is what you are paying per person who turns up.

If the runway number bothers you, the fix is usually operational. Tell me about your situation, or head back to the site.

Estimates only, for planning. Not financial, tax, or investment advice.