MarketBustBoomThe sector's hype cycle — right now a ×0.79 multiplier on valuations, fundraises and exit offers (Bust). It swings between roughly ×0.7 (bust) and ×1.3 (boom); raise and sell when it runs hot.
Net worthYour score. It's your personal cash plus the value of the stake you still own in your company. Whoever has the highest net worth at the final quarter wins.
$100.0k
RunwayHow many months of cash you have left at the current burn rate. When it hits zero and no rescue round comes, the company folds.—
Resolve a quarter to see your runway
ValuationWhat your whole company is worth right now — driven mostly by your growth rate, then by profit margin and market hype. Your ownership % of this makes up most of your net worth.
$100.0k
Cash
$100.0k
You ownThe share of your company you still own. Raising money dilutes it — you trade ownership for cash. A small slice of a huge company can beat a big slice of a small one.
100.0%
MRRMonthly recurring revenue = customers × price. Your topline. Annual recurring revenue (ARR) is this × 12, and is what acquirers and investors look at.
$0
Service capacityHow many customers your team can keep happy. Each engineer or ops hire adds capacity. Go over it and reliability/support strain, so churn climbs — you have to hire to scale.0 / 1,000 customers
QualityHow good your product is. Higher quality means lower churn — customers stay instead of leaving. Build it with the Quality engineering slider; tech debt slowly erodes it.10%
Tech debtMess that builds up when you ship features fast. High tech debt slows your engineers (up to ~60%), slowly erodes quality, and raises infra costs by up to 50%. Spend effort on the 'Pay down tech debt' slider to keep it low. (Low is good — the bar turns red when it's high.)0%
BrandHow well-known and trusted you are. A higher brand multiplies your customer acquisition — the same marketing reach converts more sign-ups. It decays a little each quarter, so you must keep investing (marketing spend or marketing hires) to maintain it.5%
CultureYour company's slow-built foundation — values, trust, how you treat people. Unlike morale (the mood), culture changes slowly. A strong culture directly boosts engineering output (up to ~15%) AND marketing effectiveness (up to ~15%), so it visibly wins more customers — and it cushions morale when times get hard. You build it with the culture budget over many quarters, but layoffs and cash crunches tear it down fast, and money alone can't buy it. Baseline is 50% (neutral); above helps, below hurts.50%
MoraleTeam happiness — the team's short-term MOOD. It multiplies your engineering output, so low morale = a slower team. It rises when you're growing and healthy, and drops after layoffs or when you're nearly out of cash. (Culture is the slow foundation underneath it.)100%
Team: 0 eng · 0 sales · 0 mktg · 0 ops
Plan quarter 1
Engineering focusSplit your engineers' time: Features drive appeal & growth (but add tech debt), Quality lowers churn, and paying down tech debt restores engineering speed and cuts costs.— split your team’s time (auto-balanced to 100%).
Operating modeHow scrappy vs. resourced you run. Lean = cheap overhead but ~15% slower engineering (great for bootstrapping); Premium = pricier but ~15% faster. Overhead grows with team size, and each mode caps headcount — Lean ≤4, Standard ≤16, Premium unlimited — so you must move up to grow a bigger team.
Balanced overhead and engineering speed.
Estimated this quarter (3 months)A projection of the plan you're building right now, using the customers you have today — the real quarter also adds new sign-ups and subtracts churn, so treat it as the floor, not the result.
SalariesPayroll for your team this quarter: 0 engineering · 0 sales · 0 marketing · 0 ops. New hires start costing you next quarter; layoffs save from this one.$0
InfrastructureServers and hosting to run the product. Scales with how many customers you serve, and rises with tech debt.$0
OverheadRent, tools and admin: $7.5k base + $1.5k per team member, all ×1.0 on standard. Your team of 0 is what makes it $7.5k — it climbs with every hire (from the quarter they start) and with every step up in operating mode.$7.5k
Marketing$20.0k
People & culture$5.0k
Total spend$32.5k
RevenueYour current customers × price × 3 months. Sign-ups and churn during the quarter will move it.$0
Net burn-$32.5k
HiringNew hires are paid and become productive starting next quarter. Engineers build the product and (with ops) serve customers; sales/marketing let you deploy more marketing budget. — team 0/16
Engineers (0)$37.5k/qtr each
Sales (0)$30.0k/qtr each
Marketing (0)$30.0k/qtr each
Ops (0)$25.0k/qtr each
Marketing $Buys customer reach this quarter, with diminishing returns. But you can only deploy so much per sales/marketing person — spend beyond that is wasted, so hire GTM staff to scale it.
Price $/moWhat each customer pays per month. The reference price is $20/mo — charge above it and churn rises; below it and you leave revenue on the table. The classic elasticity trade-off.
People & culture $Spend on your people and culture this quarter — offsites, learning & development, benefits, actually doing the values work. It's overhead (it burns cash), and it builds culture with diminishing returns. Culture is a long game: invest steadily and don't undercut it with layoffs.culture 50.0%
A slow investment: builds culture over quarters (diminishing returns), which lifts engineering & marketing. Layoffs & cash crunches tear it down.
Raise cash from investors at your current valuation — but you give up ownership (dilution). Cash now to grow faster, in exchange for a smaller slice of the company. Before you have revenue, investors are backing the story: you get 2 rounds, each priced lower than the last, and then they want to see about $100.0k of ARR before writing another cheque. Raising is not a substitute for customers.
Debt +/−A loan instead of selling shares — cash now with NO dilution, but you owe it back. You can borrow up to 1× your ARR, pay 10% interest every quarter on the balance (added to your costs), and repay any time. Debt is a liability: it lowers your net worth until you pay it off, and it's settled out of the proceeds if you sell. Great as a short bridge; expensive if you carry it.debt-free