Budgeting & hiring

Know what a hire costs before you post the job.

A salary is not the cost of an employee. Model roles with start dates, annual raises and a burden rate that captures payroll taxes and benefits — then watch what that does to your margin, your cash and your break-even month.

Plan your headcount See the forecast
1 Burden rate applied across every role
2 Ways to model people — individuals or headcount groups
3 Statements that move when a start date moves
The real number

Salary is roughly two thirds of it

Payroll taxes, benefits, insurance and the rest routinely add 20–40% on top of a salary. Budget on the salary alone and you'll be short every single month.

Feasy Pro applies a burden rate across the account, so every role you add is costed properly without you remembering to gross it up. Change the rate once and the whole plan re-costs.

  • Individual roles, or headcount groups for teams you'll scale
  • Start dates, so a Q3 hire costs a quarter of a year in Year 1
  • Annual raises applied automatically across the horizon
  • Burden rate covering the on-costs people forget
Whiteboard headcount plan with role sticky notes
Timing

Move a start date, move everything

Hiring is mostly a question of when, not whether. Pulling a role forward by two months costs real cash at the exact moment you may not have it.

Because personnel is a proper table rather than a lump-sum expense line, shifting a start date moves your payroll, your operating margin, your cash trough and your break-even month together. You can see the trade rather than guess at it.

Salary and burden calculator sheets with teal totals
The check

Revenue per employee keeps you honest

It's the metric that quietly tells you whether you're building a business or just building a team. If headcount grows faster than revenue, the figure falls — and it falls on your dashboard before it shows up in your bank account.

Alongside it, operating margin shows whether the extra capacity is paying for itself, and cash runway shows how long you can fund the bet.

Laptop showing runway impact of a hiring scenario

Where to go next

Financial forecast Where personnel and expenses are modelled Metrics dashboard Revenue per employee and operating margin Cash-flow planning Whether you can afford the hire this quarter Reports & exports Share the budget with your board or partner
Hiring used to be a gut call. Now I see cash runway and rev per employee before I open a role. Feasy Pro made the “can we afford this?” conversation boring — in a good way.
Wei Chen
Co-founder · Kuala Lumpur

Common questions

  • Yes. Contractors usually belong in expenses or direct costs rather than personnel, since they don't carry the same burden. Putting delivery contractors in direct costs also keeps your gross margin meaningful.

  • It depends on your country and benefits, but 20–40% on top of salary is the common range. Ask your accountant for your actual figure — it's one input that materially changes the plan.

  • Yes — headcount groups exist for exactly that. Model “four support agents from month 14” as a group rather than four separate rows.

Ready to see the numbers?

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No spreadsheets. No accountant required. Just your assumptions — and the complete financial picture that follows.

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Three statements · Always in balance · Export anytime