SaaS startup · Prepared example
Scheduling and patient-flow software for independent physician practices.
Fictional public demonstration. Prepared illustration, not a record of a live AI run.
“Explore scheduling software for independent U.S. physician practices. Use a $299 monthly subscription assumption, show a three-year model with downside, base, and upside cases, and outline what to validate before funding five pilots.”
Prepared from a fictional brief and a fixed set of reference inputs. The files use Kona’s existing export code. They demonstrate output structure and editable formats, not an autonomous task completed by a customer.
No account needed. Read the planning brief, change the model inputs, or inspect the ten-slide presentation.
These files are prepared examples rendered with Kona’s export tools. Company figures are fictional. Downloading them does not run an AI task.
Public references provide context. They do not validate this company, its demand, or its projections. These are the original sample’s references; check the linked publication and date before using a figure.
Reference source · U.S. Census Bureau
Reported input: 204,617 total employer establishments.
Source period: 2023 (released 2025-06-26)
Recorded retrieval: 2026-07-10. Not a live data feed.
Reference source · U.S. Census Bureau
Reported input: $663,200,748,000 reported industry revenue and 2,787,276 employees.
Source period: 2023 (released 2026)
Recorded retrieval: 2026-07-10. Not a live data feed.
$734,165,796
204,617 reference establishments × $299 illustrative monthly subscription × 12
$88,099,752
24,554 assumed reachable establishments (12% of TAM units) × $299 × 12
$2,691,000
750 assumed obtainable customers × $299 × 12
Pricing, adoption, reach, and obtainable-customer counts are illustrative demo assumptions, not market facts. Market sizing is separate from the annual revenue forecast below.
Every driver below is a fictional assumption. The spreadsheet contains these inputs and working formulas. Revenue is entered independently; it is not calculated from customer acquisition, churn, or market share.
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $700,000 | $945,000 | $1,275,750 |
| Cost of goods sold | $168,000 | $226,800 | $306,180 |
| Gross profit | $532,000 | $718,200 | $969,570 |
| Operating expenses | $1,450,000 | $1,566,000 | $1,691,280 |
| EBITDA | -$918,000 | -$847,800 | -$721,710 |
| Illustrative taxes | $0 | $0 | $0 |
| Net operating cash | -$918,000 | -$847,800 | -$721,710 |
| Ending cash / (funding gap) | $882,000 | $34,200 | -$687,510 |
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $1,200,000 | $1,980,000 | $3,267,000 |
| Cost of goods sold | $216,000 | $356,400 | $588,060 |
| Gross profit | $984,000 | $1,623,600 | $2,678,940 |
| Operating expenses | $1,450,000 | $1,711,000 | $2,018,980 |
| EBITDA | -$466,000 | -$87,400 | $659,960 |
| Illustrative taxes | $0 | $0 | $138,592 |
| Net operating cash | -$466,000 | -$87,400 | $521,368 |
| Ending cash / (funding gap) | $1,334,000 | $1,246,600 | $1,767,968 |
| Metric | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Revenue | $1,650,000 | $3,135,000 | $5,956,500 |
| Cost of goods sold | $247,500 | $470,250 | $893,475 |
| Gross profit | $1,402,500 | $2,664,750 | $5,063,025 |
| Operating expenses | $1,600,000 | $2,048,000 | $2,621,440 |
| EBITDA | -$197,500 | $616,750 | $2,441,585 |
| Illustrative taxes | $0 | $129,518 | $512,733 |
| Net operating cash | -$197,500 | $487,233 | $1,928,852 |
| Ending cash / (funding gap) | $1,602,500 | $2,089,733 | $4,018,585 |
Revenue and OpEx compound at their annual growth rates. COGS = revenue × (1 − gross margin). EBITDA = gross profit − OpEx. Tax = 21% of positive EBITDA, with no loss carryforwards. Operating cash = EBITDA − tax. Ending cash = previous cash + operating cash. Values retain precision; only displayed amounts are rounded. Negative cash shows a funding gap. Working capital, capex, debt, and financing transactions are excluded.
These are proposed experiments, not completed milestones or proven outcomes.
Validate
Evidence gate: Five pilots with verified before/after data
Wedge
Evidence gate: 15 qualified opportunities per month
Scale
Evidence gate: CAC payback and retention: Needs input
Edit the Word brief and slide text in compatible apps. Change financial inputs in the spreadsheet and inspect the resulting scenarios. Replace reference figures and company assumptions with evidence from your own business.
Have a qualified adviser review financial and legal conclusions. This is a simplified illustration, not a full financial statement model or investment recommendation.
Start with this example’s brief, then replace the fictional inputs. Create an account to continue in your workspace.
Start building free