Usable cash buffer
$48,600
See how long your cash lasts at your current burn rate and the revenue you need to stop eating into that buffer.
Result
Usable cash buffer
$48,600
Monthly gross cash in
$13,566
Monthly cash burn
$15,934
Runway
3.1 months
Compare your cash runway to the planning range we use for general small business.
This range equals about 2 to 6 months of cash runway and gives a useful planning buffer.
Source: Daykeeper planning guide (Used in this calculator)
Runway looks workable
Your cash position is not below the range we use for general small business
After your reserve holdback and the share of receivables you expect to collect soon, your usable cash buffer is about $48,600. At your current margin of 42% and a same-month cash collection rate of 85%, you need about $82,633 in monthly revenue to stop using cash.
If burn stays at this level, your cash buffer lasts about 3.1 months.
Planning guide
This calculator compares your runway with a simple planning range for each industry.
It also adjusts for how much of your receivables are likely to turn into cash soon, how quickly monthly revenue turns into cash, and what cash you should not treat as free to spend.
Use this if none of the listed industries fit, or if you want a broad planning check first.
Benchmark range: 2 months to 6 months
This range equals about 2 to 6 months of cash runway and gives a useful planning buffer.
Source: Daykeeper planning guide (Used in this calculator)
Calculator guide
This calculator shows how long your usable cash buffer lasts if your current burn rate keeps going. It also shows the revenue needed to stop using that buffer.
A business can look busy and still have weak cash. Runway tells you how much time you have before that weakness becomes urgent.
This version goes further than a simple bank-balance check. It also looks at how much of your receivables are really collectible soon and how much monthly revenue actually turns into cash in time.
You can improve runway by lifting gross profit, collecting money faster, lowering the cash you must hold back, cutting fixed cost, or slowing owner draw.
It is usually better to act early than wait until the cash position feels painful.