Revenue
Target annual revenue
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Monthly revenue required
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Deals needed — annual
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Deals needed — monthly
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Headcount
AEs needed
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SDRs needed
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Total headcount
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Revenue per AE / quota
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Investment & burn
Total sales investment
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Monthly burn rate
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AE annual cost
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SDR annual cost
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Unit economics
Customer acquisition cost
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Lifetime value (LTV)
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LTV : CAC ratio
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Payback period
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Pipeline & funnel
Pipeline required
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Opportunities — annual
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Meetings — annual
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Leads — annual
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Leads — monthly
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Cash & runway
Cash in bank
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Runway estimate
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Cash covers full plan?
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Cost-to-revenue ratio
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| Month | AEs | SDRs | New rev | Churn | Net rev | Cum rev | Target | Burn | Cum burn | Cash left | CAC | Runway | Status |
|---|
Monthly revenue vs target
New revenue
Net revenue
- - Target
Revenue vs burn by month
Net revenue
Total burn
Cash runway over time
Cash remaining
Cumulative revenue
Cumulative burn
Headcount build
AEs ramped
AEs ramping
SDRs
Three outcomes from your same 5 inputs. Downside applies conservative multipliers; upside applies optimistic ones. Use this to set your hiring and cash reserve strategy.
Multipliers — Downside: win rate ×0.75, ACV ×0.80, churn ×1.30 · Upside: win rate ×1.35, ACV ×1.15, churn ×0.70
Stress-test your plan across combinations of deal size and win rate. The dark cell is your current base case.
AEs needed to hit revenue target
Total sales investment ($)
Estimated runway (months) at each AE count