Choose a company and explore every module without an account. You can change the assumptions. Nothing is saved or exported.
France · Small
Operations consultancy charging by the day. The founder works alone in year one and hires one employee in year two. Customers pay after 45 days, so the business needs cash to cover pay and running costs while it waits.
Open exampleFrance · Medium
Neighbourhood bakery whose customers pay immediately. Launch costs include an oven and shop fit-out, followed by regular ingredient and packaging purchases. Sales vary by season; energy and owner remuneration are included in costs. Ingredient quantities allow for waste and unsold goods.
Open exampleFrance · Large
French civil-drone manufacturer starting from scratch and growing over ten years. The plan covers five products, their components, production, stock and overseas sales. Hiring and investment support rising volumes. Several funding sources are planned; grants require eligibility and approval that remain to be confirmed.
Open exampleGermany · Small
Small German agency selling website development by the day. The director starts alone and hires in year two. The budget includes software, computers and an allowance for the director’s private cover, to adapt to her circumstances.
Open exampleGermany · Medium
German wholesaler buying and reselling tools, instruments and protective equipment, with no manufacturing. It holds about one and a half months of stock. Customers pay after 45 days and suppliers after 30, so funding must cover the gap.
Open exampleGermany · Large
German company developing and selling industrial sensors, with maintenance for equipment already sold. It hires and buys components before sales cover its costs. Funding is planned for these early losses; grants and research tax relief depend on meeting eligibility conditions.
Open exampleUnited Kingdom · Small
UK business consultancy billing day rates in pounds. The director is paid from the start and hires one employee in year two. The business starts with founders’ equity, without borrowing or research relief.
Open exampleUnited Kingdom · Medium
UK maintenance business serving other companies. It sells half-day preventive visits and full-day repairs, including the necessary parts. Vans are bought as staff join. Volumes allow time for travel; the engine does not automatically limit the number of jobs.
Open exampleUnited Kingdom · Large
UK software company selling subscriptions. Staff join before revenue covers expenses, and several equity rounds fund development. Subscription numbers are entered in sales rather than calculated automatically from marketing spend or cancellations. Research relief remains subject to eligibility.
Open exampleSpain · Small
Spanish graphic design studio run by a director, with a designer hired in year two. Services are charged by the day. Year one has little room for error: a few unbilled days can turn the business loss-making.
Open exampleSpain · Medium
Spanish solar installer selling kits, installation and maintenance. Sales are seasonal and customers pay deposits. Hiring follows the number of projects, with a vehicle to finance. Grants included in the plan are assumptions, not funding already awarded.
Open exampleSpain · Large
Spanish industrial supplies distributor growing over seven years, with about 20% of volumes sold to other EU countries. It plans for two months of stock and two-month customer terms. Growth needs more cash than the initial funding provides, so the plan deliberately includes a negative cash balance.
Open exampleItaly · Small
Italian industrial drawing and CAD studio selling design days, with no manufacturing or stock. The team grows from one to two people in year two. Software licences and computers are budgeted; customers pay after 60 days.
Open exampleItaly · Medium
Italian joinery starting with private customers, then expanding into hotel furniture and overseas sales. It buys materials, holds finished goods and invests in a machining centre. Customer deposits finance part of the work; the planned investment grant still needs approval.
Open exampleItaly · Large
Italian manufacturer of three pumping module models. Staff grows from 11 to 51 and equipment is purchased in stages. Components are assembled one month before delivery; customers pay a 20% deposit, with some sales to other EU countries. Assembly capacity needs checking if volumes change.
Open examplePoland · Small
Polish industrial design studio billing design days in PLN. The founder is an employee and hires a designer in year two. Customers pay after 30 days; CAD licences, computers and PPK contributions are budgeted.
Open examplePoland · Medium
Polish distributor of tools, measuring instruments and protective equipment. It buys finished goods and resells them without manufacturing. Stock covers six weeks; customers pay after 45 days and suppliers after 30. Equity and a loan fund this timing gap.
Open examplePoland · Large
Polish manufacturer of three pumping modules growing over seven years. The plan includes bills of materials, component purchases, stock and assembly lines. Customers pay a 20% deposit; 30% of volumes target EU customers. Amounts are in PLN, with no assumed R&D incentive.
Open exampleNetherlands · Small
Dutch operations consultancy with a DGA founder and an employee from year two. Work is billed by the day, payable after 30 days. The plan budgets the DGA salary, the employee’s 8% holiday allowance and an employer pension allowance.
Open exampleNetherlands · Medium
Dutch industrial maintenance company growing from two to six technicians over five years. It sells preventive visits and repairs with parts. Vehicles follow hiring; customers pay after 45 days. Pension and DGA protection budgets must be adapted to actual contracts.
Open exampleNetherlands · Large
Dutch manufacturer of three water circulation systems over seven years. Staffing, assembly lines and stock grow with sales. Customers pay a 20% deposit; 40% of volumes go to other EU countries. Pension and sickness prevention budgets are included, with no assumed WBSO relief.
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