memstack-business-financial-model
Skill425 starsChanged 5 months agoMITView on GitHub
Use this skill when the user says 'financial model', 'projections', 'revenue forecast', 'unit economics', 'break-even', 'cash flow', or mentions MRR, churn, CAC, LTV, or runway. Builds monthly projections with scenario modeling. Do NOT use for pricing strategy or invoice generation.
In this repository87 other files it gives its agents.
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The file
We split this skill into the rules it gives an agent
2 rules. About 0 are common, 2 are distinctive, and 0 are very specific to this project.
≈0
Common · estimate
Many files like this have a rule of this kind.
≈2
Distinctive · estimate
This author's own choices. Worth a look.
0
Very specific
Tied to their project's names, files or tools. Probably skip.
- Common
- Distinctive
- Very specific
- Distinctive: line 13
When this skill activates, output:
- Distinctive: line 43
If the user hasn't provided details, ask:
≈ “Common” is an estimate: at least 1 in 5 of the 350,495 skill files we read have a rule of the same kind, not the same words. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.
Files
Financial Model: Building financial projections...
Builds monthly revenue projections, expense forecasts, unit economics (CAC, LTV, payback), break-even analysis, cash flow tracking, and scenario modeling (best/base/worst).
Activation
When this skill activates, output:
Financial Model: Building financial projections...
Then execute the protocol below.
Context Guard
| Context | Status |
| User says "financial model", "projections", "revenue forecast" | ACTIVE |
| User mentions MRR, churn, CAC, LTV, runway, or break-even | ACTIVE |
| User wants to forecast revenue, expenses, or cash flow | ACTIVE |
| User wants to set pricing tiers | DORMANT: use Pricing Strategy |
| User wants to generate an invoice | DORMANT: use Invoice Generator |
Common Mistakes
| Mistake | Why It's Wrong |
| "Hockey stick revenue" | Realistic projections beat optimistic fantasies. Start conservative, model scenarios. |
| "Forget to model churn" | SaaS without churn modeling is fiction. Even 3% monthly churn compounds fast. |
| "Revenue only, no expenses" | Revenue without expenses is a dream. Model all costs to see actual profitability. |
| "One scenario only" | A single forecast is a guess. Model best/base/worst to understand the range. |
| "Skip unit economics" | If CAC > LTV, growth loses money. Unit economics tell you if the business model works. |
Protocol
Step 1: Gather Business Data
If the user hasn't provided details, ask:
- Business model: SaaS, e-commerce, service, marketplace, or other?
- Revenue streams: subscriptions, one-time sales, services, ads?
- Current numbers: existing revenue, customers, growth rate?
- Pricing: price points, tiers, average revenue per user?
- Costs: known fixed and variable costs?
- Funding: bootstrapped or funded? Current cash balance?
Step 2: Revenue Model
SaaS / Subscription revenue:
Month N Revenue = (Previous customers - Churned + New) × ARPU
Where:
- Previous customers: end of prior month
- Churned: Previous × monthly churn rate
- New: Acquired through marketing/sales
- ARPU: Average Revenue Per User (monthly)| Month | Starting | New | Churned | Ending | MRR | ARR |
| 1 | 0 | [X] | 0 | [X] | $[X] | none |
| 2 | [X] | [X] | [X] | [X] | $[X] | none |
| 3 | [X] | [X] | [X] | [X] | $[X] | none |
| ... | ||||||
| 12 | [X] | [X] | [X] | [X] | $[X] | $[X] |
E-commerce / Transaction revenue:
Monthly Revenue = Visitors × Conversion Rate × Average Order Value
Where:
- Visitors: Monthly unique visitors (organic + paid)
- Conversion Rate: % of visitors who purchase (target: 1-3%)
- AOV: Average Order ValueService revenue:
Monthly Revenue = Active Clients × Average Monthly Retainer
+ Project Revenue (one-time)Step 3: Unit Economics
Key SaaS metrics:
CAC (Customer Acquisition Cost):
= Total Sales & Marketing Spend ÷ New Customers Acquired
Target: recover within 12 months
LTV (Customer Lifetime Value):
= ARPU × Gross Margin% × (1 ÷ Monthly Churn Rate)
Example: $50 × 80% × (1 ÷ 0.05) = $800
LTV:CAC Ratio:
= LTV ÷ CAC
Target: > 3:1 (every $1 spent acquires $3+ in lifetime value)
Payback Period:
= CAC ÷ (ARPU × Gross Margin%)
Example: $200 ÷ ($50 × 80%) = 5 months
Target: < 12 monthsUnit economics table:
| Metric | Value | Target | Status |
| ARPU (monthly) | $[X] | none | none |
| Monthly churn rate | [X]% | <5% | [OK / At Risk] |
| CAC | $[X] | none | none |
| LTV | $[X] | >3× CAC | [OK / At Risk] |
| LTV:CAC ratio | [X]:1 | >3:1 | [OK / At Risk] |
| Payback period | [X] months | <12 months | [OK / At Risk] |
| Gross margin | [X]% | >70% (SaaS) | [OK / At Risk] |
Step 4: Expense Forecast
Fixed costs (monthly):
| Category | Monthly Cost | Annual Cost | Notes |
| Salaries & wages | $[X] | $[X] | [Headcount × avg salary ÷ 12] |
| Office / co-working | $[X] | $[X] | |
| Software & tools | $[X] | $[X] | [List: hosting, SaaS tools, etc.] |
| Insurance | $[X] | $[X] | |
| Legal & accounting | $[X] | $[X] | |
| Total fixed | $[X] | $[X] |
Variable costs (scales with revenue):
| Category | Cost Basis | Monthly Estimate | Notes |
| Hosting / infrastructure | [X]% of revenue | $[X] | Scales with users |
| Payment processing | 2.9% + $0.30/txn | $[X] | Stripe standard rate |
| Customer support | $[X] per 100 customers | $[X] | |
| Sales commissions | [X]% of new revenue | $[X] | |
| Marketing spend | $[X] fixed + [X]% of revenue | $[X] | |
| Total variable | $[X] |
Total monthly burn:
Burn Rate = Fixed Costs + Variable Costs - Revenue
Runway = Cash Balance ÷ Monthly Burn RateStep 5: Break-Even Analysis
Break-Even Point (customers):
= Fixed Costs ÷ (ARPU - Variable Cost per Customer)
Break-Even Point (revenue):
= Fixed Costs ÷ Gross Margin%
Example:
Fixed costs: $10,000/month
ARPU: $50/month
Variable cost per customer: $10/month
Break-even: $10,000 ÷ ($50 - $10) = 250 customersMonthly P&L projection:
| Mo 1 | Mo 3 | Mo 6 | Mo 12 | |
| Revenue | $[X] | $[X] | $[X] | $[X] |
| COGS / variable costs | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| Gross profit | $[X] | $[X] | $[X] | $[X] |
| Gross margin % | [X]% | [X]% | [X]% | [X]% |
| Operating expenses | ($[X]) | ($[X]) | ($[X]) | ($[X]) |
| Net income | ($[X]) | ($[X]) | $[X] | $[X] |
| Cumulative cash | $[X] | $[X] | $[X] | $[X] |
Step 6: Scenario Modeling
Three scenarios:
| Assumption | Worst Case | Base Case | Best Case |
| Monthly new customers | [X] | [X] | [X] |
| Monthly churn rate | [X]% | [X]% | [X]% |
| ARPU | $[X] | $[X] | $[X] |
| Marketing spend | $[X] | $[X] | $[X] |
| Hiring timeline | Delayed | On time | Accelerated |
12-month outcome by scenario:
| Metric | Worst | Base | Best |
| Customers (Mo 12) | [X] | [X] | [X] |
| MRR (Mo 12) | $[X] | $[X] | $[X] |
| ARR (Mo 12) | $[X] | $[X] | $[X] |
| Monthly burn (avg) | $[X] | $[X] | $[X] |
| Break-even month | Mo [X] | Mo [X] | Mo [X] |
| Runway remaining | [X] months | [X] months | [X] months |
| Cash needed | $[X] | $[X] | $0 |
Step 7: Cash Flow Summary
Monthly cash flow:
| Month | Revenue | Expenses | Net | Cumulative |
| 1 | $[X] | $[X] | ($[X]) | $[X] |
| 2 | $[X] | $[X] | ($[X]) | $[X] |
| 3 | $[X] | $[X] | ($[X]) | $[X] |
| ... | ||||
| 12 | $[X] | $[X] | $[X] | $[X] |
Key dates:
- Cash-flow positive: Month [X] (when monthly net turns positive)
- Break-even (cumulative): Month [X] (when cumulative losses are recovered)
- Runway exhausted: Month [X] at current burn (worst case)
Output Format
# Financial Model: [Business Name]
## Revenue Model
[From Step 2: monthly revenue projections]
## Unit Economics
[From Step 3: CAC, LTV, payback, margins]
## Expense Forecast
[From Step 4: fixed + variable costs]
## Break-Even Analysis
[From Step 5, break-even point + P&L]
## Scenario Analysis
[From Step 6: worst/base/best]
## Cash Flow
[From Step 7, monthly cash flow + key dates]
## Key Assumptions
[List every assumption with the value used]Completion
Financial Model: Complete!
Business model: [Type]
12-month ARR (base case): $[X]
Break-even: Month [X]
LTV:CAC ratio: [X]:1
Runway: [X] months
Scenarios modeled: 3 (worst/base/best)
Next steps:
1. Validate assumptions with real data (update monthly)
2. Track actual vs projected monthly
3. If LTV:CAC < 3:1, reduce CAC or increase ARPU before scaling
4. If runway < 6 months, raise capital or cut burn
5. Update the model quarterly with actualsLevel History
- Lv.1: Base: Revenue models (SaaS, e-commerce, service), unit economics (CAC, LTV, payback, LTV:CAC, gross margin), expense forecast (fixed + variable), break-even analysis with P&L projection, 3-scenario modeling (worst/base/best), cash flow timeline with key dates (cash-positive, break-even, runway). (Origin: MemStack Pro v3.2, Mar 2026)
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