Best, base and worst, side by side
Build three cases off the same live actuals and see them together: net burn, runway in months, and ending ARR for each. No separate tabs that drift out of sync the moment one assumption changes.
Planning
What happens to runway if you hire 10 people next quarter?
CX Cash takes your live numbers, lets you flex hiring, growth and burn, and shows the runway and ending ARR for best, base and worst cases at the same time.
CX Cash
Base runway
18 mo
Best runway
24 mo
Worst runway
11 mo
| Scenario | Net burn / mo | Runway | Ending ARR |
|---|---|---|---|
| Best | $390K | 24 mo | $9.4M |
| Base | $520K | 18 mo | $7.1M |
| Worst | $680K | 11 mo | $4.8M |
Runway curves · cash by month
■ 3 pathsBest · holds 24 months
Base · holds 18 months
Worst · holds 11 months
The what-if question always comes, and the answer is always late
A board member asks what a ten-person hiring push does to runway, or whether you can survive a quarter of flat growth. The honest answer is you don't know yet, because the model lives in a spreadsheet that one person owns and changing a single driver means re-wiring forty linked cells. So you say you'll circle back, the room moves on, and the decision gets made on a gut feel instead of a number.
What you can do
Flex the drivers that matter
Change headcount, hiring start dates, growth rate or burn and every downstream number updates as you go. Ask what 10 new hires next quarter costs you and read the new runway without rebuilding anything.
Runway curves that diverge
Watch the three cash paths split apart month by month, so the gap between your optimistic and your conservative case is something you can see rather than something you argue about.
Anchored to real numbers
Every scenario starts from your connected actuals, not a blank sheet, so best case and worst case are both grounded in where the business is right now.
3 cases
best, base, worst at once
Live
recalculates as you change drivers
1 view
runway and ending ARR together
Onboard in three steps
- 01
Set your base case
CX Cash builds the base scenario from your live actuals: current cash, burn, headcount and growth, with nothing to wire up by hand.
- 02
Flex the assumptions
Adjust hiring, growth or spend to spin up your best and worst cases, and the runway and ending ARR for each recalculate as you change them.
- 03
Compare and decide
Read the three runway curves and the scenario table together, then take the answer straight into the board meeting instead of promising a follow-up.
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Questions
What can I change in a scenario? +
Headcount and hire dates, growth rate, net burn and the spending behind it. Change any of them and CX Cash recomputes runway and ending ARR for that case so you see the effect right away.
How many scenarios can I run? +
You work with best, base and worst by default because that's the framing boards expect, and each one sits next to the others so the comparison is immediate rather than buried across tabs.
Where do the starting numbers come from? +
From your connected accounting and billing data. The base case reflects current cash, burn and growth, so your best and worst cases flex off real actuals instead of a guess typed into an empty model.
Can I answer a hiring question on the spot? +
Yes. Bump headcount by 10 for next quarter and the runway and ending ARR shift in front of you, so the what-if question gets a real answer in the room rather than a follow-up email.
Does changing one driver break the rest of the model? +
No. The drivers are linked under the hood, so adjusting growth or hiring flows through to burn, runway and ARR automatically. There are no formulas for you to re-point and nothing to keep in sync by hand.