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Founder & Business

Unit Economics & Cash Assumptions Review

A manual unit-economics and cash review. Models differ; calculations are illustrative, not universal benchmarks or forecasts. Use consistent periods, currency and customer definitions. You may skip questions that do not fit or discuss them with your coach.

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1

Inputs/period: acquisition costs included | new customers | revenue/customer | direct service cost | retention/churn assumption | available cash | net monthly cash burn. Mark unknowns.

2

CAC = acquisition spending ÷ new customers. List included costs. With no new customers, record not calculable, not zero.

3

Gross margin = (revenue − direct costs) ÷ revenue, on the same period/accounting basis. Do not divide by zero revenue.

4

Simple subscription scenario only: gross-profit LTV ≈ average monthly revenue/customer × gross-margin fraction ÷ monthly customer-churn fraction. Assumes stable churn/margins. Zero or unknown churn does not imply infinite value.

5

LTV:CAC uses comparable definitions. CAC payback months ≈ CAC ÷ monthly gross profit/customer. Zero or negative gross profit does not give a useful positive payback period.

6

Use the fictional example to check the calculation steps. Which assumptions would differ in your business?

Fictional example: acquisition spending 1,000 for 10 customers gives CAC 100. Monthly revenue/customer 20, direct cost 8 and churn 0.05 give gross profit 12, margin 0.60, estimated LTV 240, ratio 2.4 and payback about 8.3 months. These are assumptions, not targets.

7

Runway at steady positive burn ≈ available cash ÷ net monthly cash burn. If cash grows or varies greatly, describe scenarios instead. What excluded expenses/timing matter?

8

How confident are you in the completeness and reliability of these inputs?

Data-confidence reflection, not a score of business health or scalability.

5
Many unknownsWell-supported inputs
9

Which assumptions most affect the results? What will you verify with records or an appropriate adviser, and when will you review?

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