Online Project Financial Model

A free interactive calculator: startup capital, unit economics, scenarios and a stress test. For online schools, courses and expert products.

Financial model

Subscribers in month 1?200
Monthly traffic growth?10%
Cost per subscriber?€3
Price growth at scale?15%
Conversion to lead?15%
Conversion to sale?30%
Product price?€500
Number of installments?2
Payment / month€250
Clients who buy again (per year)?0%
Team salary (fixed / mo)?€3 000
Team bonuses (% of revenue)?5%
Admin expenses (% of revenue)?3%
Your salary / mo?€2 000
Months of sales?12 mo
Warm-up months before first sale?none
Key conclusions
Startup capital?
€14.3k
to keep cash ≥ 0
Recommended reserve?
€21.4k
×1.5 or 2 mo expenses
Payback month?
M9
cumulative profit > 0
LTV / CAC?
7.5x
great
Risk buffer?
5%
CV drop to cash break
Net profit (12 mo)?
€11.5k
cumulative
Revenue (12 mo)?
€96.0k
Cash received?
€89.5k
total
Avg margin?
5%
net / revenue
Cash balance?
€19.8k
Ad efficiency?
5.1x
Net profit / mo
M1M12
Cumulative profit
M1M12
Cash balance
M1M12
Cash received / mo
M1M12

What the calculator computes

  • Minimum startup capital — how much cash you need to survive until break-even, month by month.
  • Unit economics: CAC from your CPL and funnel conversions, LTV/CAC ratio, margin per student.
  • Optimistic, base and pessimistic scenarios — the same model with conversion and CPL shifted.
  • Stress test: which parameter breaks your model first and how much headroom you have.

Unit economics of an online project: the core formulas

CAC = CPL ÷ (lead conversion × payment conversion). If a subscriber costs $3, 15% leave a request and 30% of those pay, one student costs you $3 ÷ (0.15 × 0.30) = $67. Most projects know their CPL but have never multiplied the funnel through — and are surprised by their real acquisition cost.

LTV/CAC ≥ 3 is the health threshold. Below that, marketing eats the margin: any increase in traffic prices — and ad auctions get more expensive as you scale — pushes the model into the red. The calculator models this CPL growth explicitly.

Startup capital ≠ first month's budget. Revenue arrives with a lag (instalments, sales cycle), while traffic and team are paid now. The deepest point of the cash gap is your real required capital — the calculator finds it automatically.

Numbers don't add up — or add up too well?

We'll review your model on a 30-minute call: where it's over-optimistic, where the risk hides and what to fix first.