Business tools that keep your numbers private
Price a product, find break-even, forecast cash, cost a hire. Everything is computed on your device — your prices, wages and revenue are never sent anywhere.
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Finance
P&L projection, runway & burn, working capital, tax reserves.
LiveFreelance & Clients
Quotes, scope creep, retainers, client profitability, utilisation.
Business Tools
Startup cost & funding gap
What it actually takes to open the doors and survive the first months — not just the shopping list.
One-off costs to launch
Monthly running costs
How this is calculated
total = one-off costs + (monthly burn × months of reserve) + (owner living costs × months) + contingency
One-off items are counted once and never folded into the monthly burn, which is the most common double-counting mistake. Contingency is applied to the whole subtotal, because overruns scale with the size of the plan rather than with any single line.
Funding gap = total required − (cash + loans + investment). A negative gap is a surplus.
Product pricing
Work out what a product really costs to sell, and what to charge to hit the margin you need.
How this is calculated
contribution = price − unit cost − shipping − (price × fee%) − fixed fee
gross margin % = (price − variable cost) ÷ price × 100markup % = (price − cost) ÷ cost × 100
Price for a target margin is cost ÷ (1 − margin), which is why a 100% margin is impossible: the divisor becomes zero.
Service & freelance rate
Turn the income you need into the rate you must charge — accounting for the hours you don't bill.
How this is calculated
billable hours = (weeks − leave) × hours per week × billable %
rate = (income + business costs + tax reserve) ÷ billable hours, then divided by (1 − profit%) for the target rate.
Tax reserve is kept separate from both costs and profit, because it is neither: it is money you are holding for someone else.
Break-even
How much you must sell before the business stops losing money — across a mix of products, not just one.
What you sell
How this is calculated
break-even units = fixed costs ÷ weighted contribution per unit
With several offerings, contribution is weighted by each one's share of unit sales. Averaging them equally would overstate the contribution of whatever you sell least.
Fractional units are shown exactly and then rounded up, because you cannot sell part of an order.
Cash-flow forecast
Profitable businesses run out of money all the time. This tracks when the money actually moves.
How this is calculated
closing cash = opening cash + money received − money paid out, month by month.
Sales are shifted forward by the payment delay, so revenue earned in month n arrives in month n + delay. This is cash, not profit: it counts equipment purchases and loan principal in full, and ignores depreciation entirely.
Employee cost & hiring affordability
A salary is roughly two thirds of what an employee costs. Here's the rest — and when you can afford it.
How this is calculated
ongoing annual cost = salary + employer costs + benefits + software + workspace, with recruiting, equipment and training added on top in year one.
productive hours = (paid hours − leave) × productive %, and the hourly cost divides ongoing cost by those hours — not by the 2,080 hours people assume.
revenue needed = ongoing cost ÷ gross margin. A role paid $45,000 in a 55% margin business must generate materially more than $45,000 of sales to pay for itself.
Sales funnel
How many people you need at the top to end up with the customers you want at the bottom.
Your stages
How this is calculated
overall rate = rate₁ × rate₂ × … × rateₙ, and top of funnel = target ÷ overall rate.
The bottleneck shown is simply your lowest-converting stage — usually the cheapest place to gain, since a small improvement there multiplies through everything downstream.
Customer acquisition cost & lifetime value
What a customer costs to win, what they're worth, and whether that trade makes sense.
How this is calculated
CAC = spend ÷ new customers
lifetime (months) = 100 ÷ churn % · LTV = (revenue × margin − servicing) × lifetime
payback = CAC ÷ monthly contribution. A ratio of LTV to CAC around 3 is a common rule of thumb, but it is a heuristic rather than a law.
Why these run in your browser
Business figures are among the most sensitive things a person handles: what you pay staff, what your margins really are, how much cash is left, which customers are unprofitable. Most online business calculators send all of it to a server, and a good number exist to generate leads for lenders, brokers and software vendors — the calculator is the bait.
Everything on this page is computed in your browser with plain JavaScript. Nothing you type is transmitted, stored or logged; close the tab and it is gone. There is no sign-up, no email gate, and no one is buying your enquiry.
What these tools will not do
They will not tell you what tax you owe, which legal structure to choose, whether a worker is an employee or a contractor, what licences you need, or whether a forecast will come true. Those depend on jurisdiction, contracts and circumstances a calculator cannot see, and a confident wrong answer is worse than none. Where a number depends on local rules — employer taxes, statutory leave, sales tax — you enter the rate, and the tool is explicit that it came from you.
What they will do is make the arithmetic honest and the assumptions visible, so you can see how a price change moves break-even, how a payment delay moves your cash low point, and what a hire really costs before you make it.