Ask a founder how much runway they have and you usually get one number: cash divided by last month's burn. That number is almost always wrong, and the ways it is wrong are the ways startups die. A real runway model is a small set of scenarios, refreshed monthly, that tells you what happens before you commit to it.
The inputs that matter
- Committed cash outflows — payroll (with taxes and benefits), rent, contracted software and vendors. These are facts, not estimates.
- Variable spend — marketing, contractors, travel. Model these as levers you can pull, because they are.
- Revenue with collection timing — booked revenue is not cash. A $120K annual contract paid quarterly behaves completely differently from one paid up front.
- One-time events — tax payments, annual insurance, deposits. These are the spikes that surprise naive models.
Three scenarios, always
- Base case — current team, current growth. This is your default number.
- Downside case — top customer churns, sales cycle stretches 50%, growth halves. If runway in this case is under 9 months, act now, not later.
- Decision case — the specific thing you are contemplating: two engineers, a price increase, a new office. The model exists to price decisions before you make them.
A runway model is not a spreadsheet about the future. It is a machine for pricing today's decisions.
The four mistakes that sink founders
- Using average burn. Last quarter's average hides the two hires who started last month. Model forward commitments, not backward averages.
- Counting booked revenue as cash. Collections lag. Model cash-in by payment date.
- Ignoring payroll taxes and benefits. A $120K hire costs $140K+ fully loaded.
- Refreshing it quarterly. A model refreshed quarterly is a history document. Refresh monthly, from a close that finishes on time.
This is exactly the cadence a fractional CFO runs: model refreshed with every close, scenarios re-priced before every major decision, and a number you can say out loud to your board without flinching.
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