Enter your monthly numbers
Use typical monthly figures. The more fields you fill, the sharper your insights. All processing happens in your browser — nothing is sent or saved.
Required
Monthly revenuetotal sales
R
Cost of salesdirect costs
R
Operating expensesrent, utilities, admin
R
Monthly payrolltotal staff cost
R
Cash on handbank + petty cash
R
Optional · sharpens your insights
Debtorsunpaid invoices
R
Creditorssuppliers you owe
R
Loan repaymentsmonthly debt service
R
Key metrics
Each card gives you the number, a status, and what it actually means for your business.
💡 What this tells you
Specific, prioritised observations based on your numbers. Act on the critical ones first.
What these numbers mean
Plain-English definitions for each metric. Tap any heading to expand.
Gross profit margin
The share of each rand of sales you keep after paying the direct cost of what you sell. If you sell something for R100 and it cost you R60 to buy or make, your gross margin is 40%. It's the money you have left to cover rent, salaries, marketing and everything else.
Net profit margin
The share of revenue left after all costs — direct costs and operating expenses. This is the actual profit per rand of sales. A negative number means you're losing money every month.
Expense ratio
How much of your revenue goes toward running the business (rent, admin, utilities, marketing, etc). Above 50% is usually a sign your overheads are too heavy for your current revenue level.
Labour percentage
How much of your revenue goes to paying your team. What's healthy depends on your industry — retail is usually under 20%, services can run 30–50%. Sudden jumps usually mean you've hired ahead of sales or lost revenue while keeping staff.
Cash runway
How many months you could keep the doors open if no new money came in, based on current expenses and loan repayments. Under 1 month is dangerous — any late invoice or surprise cost becomes a crisis. Three or more months gives you room to respond to problems.
Debtor days
The average number of days customers take to pay you. Above 60 days means cash is tied up in unpaid invoices — the business may look profitable on paper but run out of cash. This is one of the most common causes of SME failure.
Creditor days
The average number of days you take to pay your suppliers. Longer is better for cash flow — but only up to a point. Paying too slowly damages supplier relationships and can cost you preferential pricing.
Short-term cover
A simple check of whether the cash you have plus what customers owe you is enough to cover what you owe suppliers. Below 1.0 means you technically owe more than you can quickly collect. Above 1.5 is comfortable.
Want to fix what the numbers are showing?
We help SME owners turn a weak health check into a strong one — cash flow, pricing, expense discipline, debtor collection. Talk to us.
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