08 · Competency
Business and planning
A producer answers for whether the economics work and whether the people funding it believe they do.
Role
Co-owner, board member
Tools
P&L, payback modeling, cashflow planning
Context
Mobile free-to-play, an active growth stage
What the board checks
Pitch
Presenting and defending the idea to stakeholders and investors.
Plan
Where growth goes, at what pace, and through which sources.
Payback
Payback modeling: when the investment comes back.
Cashflow
The budget keeps cash flow positive while the company grows.
All four get checked by the same audience: the board I sat on myself.
What I own
- The economics side of the pitch: unit economics and P&L to the board and investors, apart from pitching the product itself.
- Board membership: strategic planning across product and marketing at company level.
- Budgets and P&L, payback modeling, soft-launch economics.
- Cashflow planning during scaling: the budget stays manageable when spend outpaces revenue.
How it works in practice
I grew projects from zero through a plan and a priority order for sources: a source gets tested on a small budget and only scales once the economics work.
Constant market monitoring and networking keep the picture of sources and trends current: without it, scaling happens blind and budget lands where it is already too late. Part of that networking is industry conferences such as White Nights Cyprus.
White Nights Cyprus.
Discipline
Payback modeling before scaling: while the unit economics do not add up, the budget does not grow.
Cashflow stays positive through the whole growth period. That is burn rate management in practice, without a separate slide for investors.
A good pitch sells an idea. A good budget decides whether it survives long enough to deliver a result.
Investor pitchesBoard membershipP&LPayback modelingCashflow planningGrowth strategyMarket monitoring
How the budget rolls out across sources, broken down separately.
Marketing and user acquisition →