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Finance for Product People: From Unit Economics to Business Cases

Put numbers behind product decisions. Work out what one sale really earns, read a P&L without mixing up GMV and revenue, see why profit is not cash, plan cash month by month, judge growth spending and product bets with NPV, build forecasts and budgets, and pick the costs that matter, all on realistic data from an online tutoring school.

Free4 lessons~1 h 38 min of learning

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  1. Module 1

    What does one lesson earn us?

    What a lesson and a package leave after their own costs; fixed, variable and step costs; break-even and margin of safety; whether cheaper group lessons pay.

    1. 1.1Contribution margin: what one lesson leavesPrice, tutor payout, fees and video minutes: what a lesson and a package really earn.~23 min
    2. 1.2Fixed, variable and step costsWhich costs move with lessons, which don't, and which jump at a threshold.~21 min
    3. 1.3Break-even and margin of safetyHow many lessons a month cover the fixed costs, and how far sales can fall before a loss.~23 min
    4. 1.4Case: should Klasna launch group lessons?A group-lesson pilot sold well. Judge it by contribution margin: fill per session, the 1:1 lessons it replaced and the break-even of a new coordinator.~31 min
    Module examComplete 4 more lessons to unlock

  2. Module 2

    Are we actually profitable?

    Reading a P&L top to bottom; GMV, commission and what counts as revenue; when prepaid and subscription money becomes revenue; explaining a quarter.

    1. 2.1Reading a P&L top to bottomComing soon
    2. 2.2GMV vs revenue: what a marketplace earnsComing soon
    3. 2.3When revenue is earned: packages, subscriptions, unused lessonsComing soon
    4. 2.4Case: explain the quarter to a new board memberComing soon

  3. Module 3

    Where did the money go?

    Profit vs cash; the cash flow statement and how the three statements connect; burn and runway; a profitable company short of cash.

    1. 3.1Profit is not cashComing soon
    2. 3.2The cash flow statement and the three statementsComing soon
    3. 3.3Burn, runway and staying aliveComing soon
    4. 3.4Case: profitable on paper, short of cash in AugustComing soon

  4. Module 4

    How much cash does growth need?

    Working capital; receivables and payment terms; a twelve-month cash plan with seasonality; funding corporate growth without a loan.

    1. 4.1Working capital: who pays whom firstComing soon
    2. 4.2Receivables and payment termsComing soon
    3. 4.3A twelve-month cash planComing soon
    4. 4.4Case: can Klasna grow Teams without a loan?Coming soon

  5. Module 5

    Does growth pay for itself?

    Price vs volume; discounted LTV and CAC payback in cash terms; why fast growth eats cash; doubling marketing before exam season.

    1. 5.1Price vs volume: how many customers can a discount lose?Coming soon
    2. 5.2Discounted LTV and CAC payback in cashComing soon
    3. 5.3Why fast growth eats cashComing soon
    4. 5.4Case: double marketing before exam season?Coming soon

  6. Module 6

    Is this bet worth making?

    Time value of money; NPV, IRR and payback; hurdle rate and cost of capital; building a video classroom vs paying per minute.

    1. 6.1Why a hryvnia next year is worth lessComing soon
    2. 6.2NPV, IRR and payback for a product betComing soon
    3. 6.3Hurdle rate and cost of capitalComing soon
    4. 6.4Case: build our own video classroom or keep paying per minute?Coming soon

  7. Module 7

    What will next year look like?

    A driver-based forecast; scenarios and sensitivity; budgets people believe; plan vs actual by price, volume, mix and currency.

    1. 7.1A driver-based forecastComing soon
    2. 7.2Scenarios and sensitivityComing soon
    3. 7.3Budgets people believeComing soon
    4. 7.4Case: plan vs actualComing soon

  8. Module 8

    Which costs matter for this decision?

    Relevant, sunk and opportunity costs; the allocation trap; debt vs equity; a one-page finance memo for a funding round.

    1. 8.1Relevant, sunk and opportunity costsComing soon
    2. 8.2The allocation trap: should we drop programming?Coming soon
    3. 8.3Debt vs equity: leverage, dilution and riskComing soon
    4. 8.4Case: a one-page finance memo for the next roundComing soon