A model of your business
Enter your revenue and the kind of business, and the model estimates the rest. Correct the numbers you know: they become yours and the model never changes them. If your numbers do not add up, it shows where and asks which one to recalculate. You see at once what you earn, where the cash goes over the next year and what changes if you raise the price, grow the flow of clients or raise money.
- Time
- 5 min
- You need
- Your revenue, even roughly. The rest if you know it
- Sign-up
- Not needed
- Status
- Prototype
- Version
- 0.5 · 17.10.2026
This is a prototype and I am still testing it. If the model proves clear, it will replace three money tools: the cash forecast, the price scenario and the runway.
This month
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Of every €100 of revenue, €12 is left after the cost of the sale. To cover fixed costs you need 0.25 sales a month; you have 0.33.
Cash in the bank by month
Use the left and right arrows to step through the months.
Table by month
| Month | Cash as it is | Cash with the changes | Profit with the changes | Events |
|---|---|---|---|---|
| November 2026 | €419,000 | €419,000 | €25,000 | |
| December 2026 | €428,000 | €428,000 | €25,000 | |
| January 2027 | €437,000 | €447,000 | €25,000 | |
| February 2027 | €446,000 | €466,000 | €25,000 | |
| March 2027 | €455,000 | €485,000 | €25,000 | |
| April 2027 | €464,000 | €504,000 | €25,000 | |
| May 2027 | €473,000 | €523,000 | €25,000 | |
| June 2027 | €482,000 | €542,000 | €25,000 | |
| July 2027 | €491,000 | €561,000 | €25,000 | |
| August 2027 | €500,000 | €580,000 | €25,000 | |
| September 2027 | €509,000 | €599,000 | €25,000 | |
| October 2027 | €518,000 | €618,000 | €25,000 |
With the changes
Profit a month: €15,000 now and €25,000 with the changes, if you keep the same customers. Over 12 months that is +€120,000.
- Revenue a month
- €500,000 → €510,000
- Sales a month
- 0.33 → 0.33
- At a price +2% you can lose
- up to 14.3% of customers
Nobody knows in advance how many customers will actually leave. Test the new price on new customers or one segment and compare with the limit.
Profit = revenue − the cost of sales − fixed costs. Cash also reflects payment delays, loans and one-off events.
Business model · RND.energy Date: 2026-10-27 Clients: buy once Leads a month: 1.7; conversion: 20%; average sale: €1,500,000 Markup: 13.6%; of every 100 of revenue, 12 is left after the cost of the sale Fixed costs a month: €45,000; cash now: €410,000; customers pay after 60 days Loan: €6,000 a month for 24 months more Now: revenue €500,000, profit €15,000 a month Goal: more profit. Changes: price +2% Result: +€10,000 a month. Profit a month: €15,000 now and €25,000 with the changes, if you keep the same customers. Over 12 months that is +€120,000. Revenue a month: €500,000 → €510,000 Sales a month: 0.33 → 0.33 At a price +2% you can lose: up to 14.3% of customers Cash in 12 months: as it is €518,000, with the changes €618,000 A rough model: monthly averages, no VAT or tax, costs paid in the month, revenue collected after the payment delay.
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About the calculation
- What we calculate
- Profit and cash by month for a year ahead, two years for growth: as it is and with the changes you chose. How many customers a new price can lose. And what 1% on each lever gives, beside the average of 2,463 companies in a McKinsey study.
- Assumptions
- The numbers are linked: revenue a year is sales a month times the average sale times 12; sales are leads times the share who buy; profit is monthly revenue less the cost of sales (set by the markup) and fixed costs. The model never changes your numbers. It works out the others from yours and estimates what is missing for such a business: the average sale grows more slowly than revenue, costs and cash in proportion to it. If your numbers do not add up, the model shows where and counts the money from the revenue until you choose which number to recalculate. It always counts profit itself, even when it comes out negative. All figures are monthly averages without VAT or tax; with subscriptions clients accumulate and some leave every month. New leads cost money, and the model hires once sales outgrow the team. Revenue arrives after the payment delay, costs are paid in the month. Seasonality is not modelled.
- What the result means
- A rough picture: the order of magnitude and the main lever. The gap between the lines shows what a change does to cash, not only to profit: growth often dips the cash first.
- What to check next
- The model does not guess how many customers a new price loses: it shows the limit beyond which the price stops paying off. Test the real reaction, the price of a lead and how many sales one person handles with a small step before changing everything at once.
How to read the model
As an example the page opens on a made-up general contractor: “Construction”, €6,000,000 a year, three sites. Of every €100 of revenue, €12 is left after subcontractors, materials and plant (a markup of about 13.6%); fixed costs are €45,000 a month, profit €15,000 a month. A price 2% higher with the same work gives €25,000; with 10% less work, €18,000. The new price stops paying off if the work falls by about 14%. It is the same month as in the price, volume and profit calculator.
Profit and cash are not the same. If customers pay later or you grow, the balance can dip while profit rises. That is why the chart shows cash, not profit. For a contractor this shows at once: the client pays a certificate after 60 days, while subcontractors and materials are paid in the month. Double the tenders over a year in the example and profit rises, yet the cash runs out in the eighth month.