SaaS Financial Decision Suite
Havenpoint Workflow — demonstration company
A fictional B2B workflow-automation SaaS serving professional-service firms. Four modules share one synthetic dataset. Scenario changes affect the modules where they are financially relevant: churn and pricing flow through revenue and cash forecasts; hiring affects workforce costs, burn, and runway; expansion affects the expansion planner and cash position.
Scenario assumptions
One set of assumptions drives all four modules and the 12-month forecast.
MRR / ARR
$247k
ARR $2.96M · ARPA $512
NRR / GRR (monthly)
99.9% / 98.8%
Revenue churn 0.9% · Logo churn 1.7%
Net burn (Jun 26)
$-48k
3-mo avg $-45k · Gross burn $196k
Runway
∞ (cash-flow positive)
Cash $1.48M
MRR bridge — Jun 26
Reconciles exactly: beginning + new + expansion + reactivation − contraction − churned = ending (validated).
MRR by pricing plan — trailing 12 months
Scale-plan concentration: 43.2% of MRR. Fictional data.
Profitability & break-even
Gross margin
82.3%
COGS 17.7% of revenue
Contribution margin
82.3%
Revenue − variable costs (COGS)
Break-even MRR
$204k
≈ 400 customers at current ARPA
Estimated break-even date
Jul 26
Under current scenario assumptions
Revenue, gross profit, operating result — trailing 12 months
Unit economics (trailing 3-month basis)
CAC $4,360 · LTV $43,184 (gross-margin method) · LTV:CAC 9.9 · CAC payback 10.3 months
Cash position & 13-week forecast
Opening → closing cash — trailing 12 months
Reconciles exactly each month: opening + collected − paid = closing (validated).
13-week cash-flow forecast
Weekly interpolation of the scenario forecast. Planning estimate, not a guarantee.
Current ratio
6.61
Deferred revenue caveat applies
Quick ratio
6.53
(Cash + AR) / current liabilities
Cash ratio
6.44
Cash / current liabilities
Debt ratio
14.5%
28.2% of liabilities is deferred revenue
AR collection period
3 days
Card-collected SaaS keeps this short
Investment appraisal — Document Intelligence add-on module
A proposed AI-assisted document-processing add-on sold as a per-seat upgrade. Evaluated over five years against build cost and incremental operating cost. These are four different measures and are not interchangeable: NPV (discounted value added), IRR (rate where NPV = 0), payback (undiscounted recovery time), and net absolute return (undiscounted sum).
Assumptions
Initial investment: $420k · 5-year incremental net cash flows from the fictional plan.
NPV
$237k
at 12% discount rate
IRR
28.2%
Rate where NPV = 0
Payback
3.0 yrs
Undiscounted
Net absolute return
$556k
Undiscounted sum of all flows
Recommendation
Proceed under the base case: NPV is positive at the 12% hurdle and IRR (28.2%) exceeds the discount rate. Payback of 3.0 years is acceptable if cash runway is protected.
| Year | Inflows | Outflows | Net flow | Cumulative |
|---|---|---|---|---|
| 0 (build) | — | $420k | $-420k | $-420k |
| 1 | $96k | $38k | $58k | $-362k |
| 2 | $210k | $62k | $148k | $-214k |
| 3 | $300k | $78k | $222k | $8k |
| 4 | $348k | $84k | $264k | $272k |
| 5 | $372k | $88k | $284k | $556k |