Teams · Oculon for Founders & CEOs
Founders & CEOsKnow what the next two hires commit you to.
Growth plans should make sense outside the spreadsheet. Compare the cash commitment first, then challenge the sales ramp needed to justify it.
A shared starting point
Make the growth conversation concrete.
For Founders and CEOs.
See the commitment
Start with the cost you know before relying on a revenue benefit you have not modeled.
Challenge the ramp
Ask when sellers become productive and when any new bookings turn into cash.
Choose with a buffer
Compare the downside and your minimum cash policy before making the hiring decision.
From context to the next move
Put the plan to work.
Keep the inputs, model and review connected around your team’s decisions.
Connected inputs
Ask a better what-if
Turn a hiring, pricing, or expansion question into explicit model inputs.
Explore connected data
Business drivers
See the cash commitment
Keep the effect on burn and cash close to the growth plan.
Explore financial models
Planning choices
Get the team aligned
Bring finance and operating owners into a view they can discuss.
Explore scenarios
Shared review
Choose with a buffer
Compare the cash buffer with the expected seller ramp and the earliest realistic collection from new contracts.
Explore shared boards
One connected financial picture
Can we add two sellers and preserve our cash buffer?
Compare the cash buffer with the expected seller ramp and the earliest realistic collection from new contracts.
Explore the next decision · sales capacity example
Starting cash is $4.8M. Constant net burn rises from $240K to $280K; simple runway changes from 20 to approximately 17.1 months.
October 2026–March 2027 · monthly · Illustrative dataA BRIEF FOR THE NEXT REVIEW
Can we add two sellers and preserve our cash buffer?
Cash path by hiring assumption
$ millionsInspect the review context3 review items
| Decision input | Current team | Add 2 sellers | Context |
|---|---|---|---|
| 8 | 10 | 2 additional roles | |
| $600K | $640K | Loaded cost | |
| Base | To be modeled | Ramp and conversion |
Scroll to inspect all columns
Sales productivity, commissions outside loaded cost, ramp, and additional collections are excluded. The answer is a cash-cost comparison, not a growth prediction.
A little more context
Questions about Founders & CEOs.
Do founders need to build every model themselves?
A connected reporting view lets founders discuss outputs and assumptions with finance. Models and scenarios keep the deeper planning work available when the conversation needs it.
Why does the example leave out new sales revenue?
It isolates the cash commitment. Add a separate, explicit ramp and conversion assumption for revenue upside, then review when customers would actually pay.
What should we agree before comparing plans?
Starting cash is $4.8M. Constant net burn rises from $240K to $280K; simple runway changes from 20 to approximately 17.1 months.
Where can we find a starting model?
Explore templates for planning, revenue, cash, headcount and reporting. Adapt the assumptions and structure to your business, and agree access with the people who will review the work.
Explore templates