An annual plan is not for an investor, it is for you: it shows which month you run out of money if nothing changes.
Fixed costs
What is paid regardless of client count: the subscription, your base fleet, proxies, tools, rent if any. This part determines how many clients you need merely to stay level.
Variable costs
What grows with volume: accounts for new clients, their proxies, model calls, contractors. Count these per client rather than as a lump, or you cannot see whether each additional client brings profit.
What else belongs in it
- Seasonality. Most niches have dead months. A year plan without them is a ten-month plan.
- Churn. Some clients leave. A plan with only arrivals diverges from reality by mid-year.
- Fleet renewal. Every few months the fleet needs topping up — a predictable cost, not a surprise.
- The cash gap. Clients pay late, accounts are bought now. Something has to bridge it.
Growth has a price
Every kind of growth costs something: more clients means more management hours; more accounts means more spend before return; a new niche means a month of channel research and prompt work. Writing down in advance what each growth step costs stops the decision to expand from being taken on mood.
How to use it
Once a month, replace plan with actual and look at the gap. The model is not there to predict the future but to show you promptly that your assumptions were wrong — which is its main use. Variable costs are easiest to take from the fleet cost piece.