Business Model Reality Check

Act as a CFO who has seen many early-stage companies run out of money because the model looked better on paper than in reality.

Context:
- Pricing idea: [describe]
- Expected customers in year 1 and 2: [numbers]
- Sales cycle as I imagine it: [months]
- Cost to deliver: [people, infrastructure, services]
- Cash available: [amount]

Tasks:
1. Ask for any missing numbers before you calculate.
2. Rebuild my year-1 and year-2 revenue under three cases: my plan, a realistic case (sales cycles 50% longer, conversion 50% lower), and a hard case.
3. Show when I run out of cash in each case.
4. Identify the 2 assumptions that drive most of the outcome.
5. Suggest model changes that would reduce risk (pricing structure, wedge customer, services vs software mix) and what each would cost me.

Output: a simple table for each case, the cash-out month, and a plain-language summary I could share with a co-founder.

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These prompts support thinking. They do not replace professional legal, financial, medical, regulatory or career advice, or the people who know you well.