MyBreakEven | Original fictional USD example | 3 November 2026
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| Scenario | Recurring jobs | One-off jobs | Net revenue | Worker-hours |
|---|---|---|---|---|
| Downside | 32 | 8 | 8160 | 96 |
| Base | 40 | 12 | 10800 | 128 |
| Demand upside | 48 | 16 | 13440 | 160 |
Business / period / source records / assumptions / reviewer / decision / review date
| Scenario | Recurring jobs | One-off jobs | Net revenue | Worker-hours |
|---|---|---|---|---|
| Downside | Enter here | Enter here | Enter here | Enter here |
| Base | Enter here | Enter here | Enter here | Enter here |
| Demand upside | Enter here | Enter here | Enter here | Enter here |
For repeat services, begin with opening customers, expected completed work and known renewals. For a product line, use expected sold units and net unit prices. For a qualified pipeline, sum opportunity value multiplied by a documented close probability for the relevant period. Historical growth can supply a baseline, but unexplained percentage growth is not customer evidence.
Forecast sales = Σ(expected units × net unit price). A weighted pipeline is an expectation across uncertain outcomes, not a promise that a fractional contract will close. Do not add the same sale again when it appears in both a customer schedule and the pipeline.
| Offer | Completed jobs | Net price | Revenue | Hours/job | Worker-hours |
|---|---|---|---|---|---|
| Recurring service | 40 | $180 | $7,200 | 2 | 80 |
| One-off service | 12 | $300 | $3,600 | 4 | 48 |
| Total | 52 | Mixed | $10,800 | Mixed | 128 |
The team has 160 scheduled worker-hours, of which 80% are realistically productive: 128 hours. The base case uses every productive hour. A target of 60 recurring jobs and 12 one-off jobs would need 168 hours, so demand or sales ambition alone cannot support it. Keep worker-hours distinct from elapsed clock hours when several people attend a job.