Business Goals: Translate Targets into Drivers and Cash
MyBreakEven | Published 5 November 2026 | Original fictional USD case
Edit the yellow fields, then print or save a completed copy. This file does not automatically calculate, store or submit answers.
| Goal field | Baseline / target | Driver or control | Owner / review |
|---|---|---|---|
| Revenue | 20000 to 24000 | 80 to 96 jobs at 250 | Enter here |
| Capacity | 270 available / 288 needed | Resolve 18-hour gap | Enter here |
| Contribution | 150 per extra job | 2400 before added period costs | Enter here |
| Cash | 2000 pre-collection outlay | Map dates and funding | Enter here |
| Evidence | Completed paid work | Do not count inquiries as orders | Enter here |
| Guardrail | Quality and scope | Track rework and complaints | Enter here |
Your case
Business / period / evidence source / reviewer / decision / next review date
| Goal field | Baseline / target | Driver or control | Owner / review |
|---|---|---|---|
| Revenue | Enter here | Enter here | Enter here |
| Capacity | Enter here | Enter here | Enter here |
| Contribution | Enter here | Enter here | Enter here |
| Cash | Enter here | Enter here | Enter here |
| Evidence | Enter here | Enter here | Enter here |
| Guardrail | Enter here | Enter here | Enter here |
Calculation and decision controls
Separate a goal, a forecast and an action
A goal is an intended result. A forecast is the current evidence-based expectation. An action is something the team will do to influence the result. “Reach $24,000 monthly revenue” is a goal; “current customer evidence supports $21,000” is a forecast; “test one referral offer by the end of the month” is an action. Keep those statements separate so an ambitious goal does not become an unsupported forecast.
The SMART framework helps make objectives specific, measurable, achievable, relevant and time-bound. It does not independently verify demand, resource availability or cause and effect. Write the baseline and source beside the target, including the reporting period and cost or revenue boundary.
Translate a fictional revenue target into work
A service business currently completes 80 jobs per month at $250: revenue is $20,000. Its goal is $24,000 at the same price within the chosen three-month planning period. That requires 96 jobs, an increase of 16, or 20%. At three worker-hours per job, required delivery time rises from 240 to 288 hours.
Practical available delivery capacity is 270 hours. The target therefore needs 18 additional hours, a valid scope change or a different price/volume mix. A goal can be clear and measurable while still exceeding capacity. Confirm whether the 270 hours already excludes general administration, absence, travel or rework; do not subtract those twice.