The SaaS Financial Model projects your business forward from a small set of assumptions. It's the tool to reach for when an investor asks "what does this look like in two years?"
Three tabs
- Dashboard — headline outputs: ending ARR, customers, EBITDA, and LTV\:CAC, plus charts of the trajectory.
- Income Statement — the month-by-month table behind those numbers. Hover any column heading for a definition.
- Inputs & Assumptions — everything you control.
The assumptions that matter
- Initial ARR and initial customers — where you're starting from today. Together they imply your average revenue per customer, which drives the whole projection.
- Monthly growth rate — the share of your customer base you add each month. Be careful here: 10% monthly is 3.1× a year, which is aggressive for most companies. Model what you can defend.
- Churn rate — the share of customers who cancel each month. This is the assumption founders most often set too low. Use your real number if you have one, even if it's ugly.
- Expansion rate — extra revenue from existing customers upgrading. Strong expansion is what lets good SaaS companies grow while churning.
- Projection months — how far out to model. 24 months is the usual ask.
Costs and hiring
Costs are entered as a percentage of revenue: COGS, sales & marketing, R&D, and G&A. Percentages rather than fixed amounts means they scale with the projection automatically.
The hiring plan is separate and absolute: add a role, a headcount, an average monthly cost, and the month they start. Use fully-loaded cost — salary plus taxes, benefits, and tooling — not just salary. Hires are added to expenses from their start month onward.
Reading the outputs
- LTV:CAC — lifetime value against acquisition cost. Above 3 is generally considered healthy; below 1 means you lose money on every customer you win.
- EBITDA — profitability before interest, taxes, and depreciation. The month it turns positive is your break-even point, and it's a number worth knowing by heart.
Exporting
Export CSV gives you every projected month with readable column names — Beginning MRR, Net new MRR, Ending ARR, EBITDA, and the rest — ready to drop into a spreadsheet or a data room.
A word on assumptions
Every projection is wrong; the useful ones are wrong in ways you can explain. Investors rarely challenge the arithmetic — they challenge the growth and churn rates. Being able to say why you chose yours matters more than the size of the final number.
Pair this with the P&L calculator for what actually happened, and the burn rate calculator for how long you have.