Dashboard
Revenue & Net Income
Margin Analysis
Revenue by Brand
Patient Growth
Key Financial Ratios
CAC / LTV Analysis
VIVAMEN — Patient & Order Volumes
VIVAFEM — Patient & Order Volumes
Global Settings
VIVAMEN Products
VIVAFEM Products
Revenue Assumptions
Direct Cost Assumptions
Marketing Assumptions
Want to plan ad spend ↔ patient acquisition together? Use the Acquisition Calculator tab.
Monthly Ad Budget
Volume-Driven mode: caps spend (set 0 = uncapped). Budget-Driven mode: drives total patient acquisition (budget ÷ CAC).
Paid vs Organic Split by Year
Pre-Launch / Ramp-Up Costs
Costs incurred before revenue starts — initial stock purchases, pre-launch marketing, setup. These are charged in the months BEFORE any product launch date.
Working Capital & Tax
Pre-Launch Costs (Itemised)
One-time costs incurred before or during launch. Specify which month each cost applies to.
Custom Operating Expenses
Monthly costs under custom categories. End month 0 = ongoing through entire projection.
Revenue Workings
Income Statement
Common Size Income Statement
Monthly P&L & Cash Flow
Month-by-month breakdown for finance team. Negative cumulative cash highlighted in red.
Scroll right to see more months →Balance Sheet
Cash Flow Statement
G&A Expenses
One-Time Setup Costs
Operating Expenses Summary
Staff Roles
How phased FTE works: Each role has 5 fields (Y1-Y5) that override the auto-scaling rule. Set fractional FTE (e.g., 0.5) to model part-time hires. Locum mode ignores salary & FTE entirely and instead bills per monthly order at the rate you set (£/order) — useful for prescribers paid per script.
Auto-Scale Staffing with Volume
When enabled, FTE headcount for each role scales automatically based on monthly order volume. Year 1 uses the base count above. From the "Scale from month", the model calculates: FTE = orders ÷ orders-per-FTE (rounded up, never below minimum).
Staffing Logic & Assumptions
This explains the rationale behind the auto-scaling thresholds. Based on per-order time analysis, NHS Drug Tariff dispensing benchmarks, and the business plan staffing model.
| Role | Task | Time/Order | Capacity (1 FTE) | Orders/FTE | Logic |
|---|---|---|---|---|---|
| Superintendent Pharmacist | Governance, supplier mgmt, compliance, marketing approval, video consults | Varied | N/A | Fixed at 1 | Business oversight role — does not scale with volume. Handles clinical checking in Y1 at lower volumes. |
| Checking Pharmacist | Clinical accuracy check of dispensed items | ~1-1.5 min | ~5,000 orders/mo | 5,000 | Lighter touch than dispensing — reviews what the dispenser prepared. Doesn't exist in Y1; kicks in when Superintendent is maxed (~1,500+ orders/mo alongside other duties). |
| Dispenser / Admin | Label, pick, pack, courier prep, stock control, admin | ~3 min | ~3,300 orders/mo | 3,300 | Aligned with NHS Drug Tariff benchmark (2,000-3,499 items = 40hrs/wk for 1 FTE). Our items are simpler (same SKUs, 1 item/order, no CDs/paper scripts), so capacity sits at upper end of the band. |
| Prescriber | Review consultation, approve/deny, video consults, clinical notes | ~1.9 min + video | ~4,000 orders/mo | 4,000 | Async consultation review. Lower than Checking Pharmacist due to video consults (~15-20 min each), mandatory clinical notes on denials, and heavier decision-making. Hired full-time in Y1 (~50-60% utilisation) as clinical safety net. |
Year 1 team: 3 FTE (Superintendent + Dispenser/Admin + Prescriber). Superintendent handles clinical checking at low volume. Prescriber at ~50-60% utilisation but hired full-time for coverage, video consults, and clinical safety.
Year 2+: Checking Pharmacists and additional Dispensers/Prescribers scale in automatically based on monthly order volume. All thresholds configurable above.
Staffing Summary
Acquisition Calculator — Plan Ad Spend ↔ Patient Acquisition
This is a planning tool. Set your monthly ad budget and product mix here, then plug the resulting per-product patient targets into the Inputs tab. The dashboard will warn you if the two diverge.
1. Unit Economics
2. Monthly Ad Budget — Year 1 (12 months)
Enter your planned ad spend for each month. The calculator shows resulting patients.
2b. Year 2-5 Growth Multipliers
Each year's budget = previous year's Month 12 budget × this multiplier. Defaults follow a conservative slowdown curve typical of online pharmacies maturing past Y3.
Why 1.5 / 1.5 / 1.3 / 1.2?
• Y2 = 1.5× — slower than Numan/Manual at same stage. Accounts for build-up + organic kicking in.
• Y3 = 1.5× — matches the “+50% YoY” statement in the marketing plan.
• Y4 = 1.3× — natural deceleration as ad costs rise and market saturates.
• Y5 = 1.2× — mature growth phase. Pharmacy2U-like steady state.
Compound effect: Y5 ≈ 3.5× Y1. For aggressive scenarios, push Y2-3 to 1.8× / 1.6×.
3. Patient Mix Across Active Products (must sum to 100%)
What % of acquired patients buys each product. Pre-loaded with the viva-acquisition-plan tier weights.
Why these percentages? — Acquisition Plan logic
Tier 1a — Named product ads (14-17.6%): "Highest ROAS, fully advertisable"
• Viagra Connect (14%) — P medicine, no consultation barrier. Gateway product: 55% convert to Sildenafil subscription, 30% to Tadalafil Daily. Lowest-friction entry point.
• Sildenafil (17.6%) — Highest margin generic ED (93%), strong subscription retention. The volume backbone.
• Finasteride (17.6%) — Highest margin hair loss (88%), subscription product. 30% upsell to Minoxidil at 3-month review.
• Test Kits (men 12.5%, women 9.9%) — Lead generation. High AOV (£120-140) but one-off. Drives patients into HRT/TRT pathways.
Tier 1b — Condition ads (8.8-10.7%): "Lower bottom-funnel"
• Tadalafil Daily (10.7%) — Higher LTV than on-demand but more friction. Lower share to balance funnel.
• Minoxidil Oral (8.8%) — Niche hair loss option, lower demand than Finasteride.
• Utrogestan + Oestrogel (8.8%) — Core HRT subscription, but more clinical friction than Tier 1a products.
Tier 2 — Organic / cross-sell only (0%): Mounjaro, Wegovy (GLP-1 — ASA scrutiny too tight), Testogel/Tostran (informational only — TRT requires testing first), Estriol (cross-sell from HRT patients only — not modelled).
Not in calculator: • Gateway conversions (VC → Sildenafil 55%, → Tadalafil 30%) add ~33+18 = 51 sub patients/mo on top of paid
• Finasteride → Minoxidil upsell at 3 months (30% of Finasteride cohort)
• Cross-sell remarketing at £8 CAC for adjacent products
Output — Calculated Patient Targets
These are the "Patients (1st Month)" values you should plug into each product on the Inputs tab.
Sync All to Plan resets mix to canonical, copies calculator budget to the Inputs tab ramp, and applies patient targets to all products in one go. Use this if the dashboard shows a discrepancy alert.
Year 1 Summary
Capital Expenditure
CapEx & Depreciation Summary
Debt Assumptions
Debt Schedule
Inputs
DATA.adBudgetRamp values and reading min(RESULTS.monthly.cumCash). Each extra £1 of Y1 ad spend reduces capital required by ~£1.40 because acquired customers compound subscription revenue earlier.
Y1 ops adjustment: the financial model's
staffScaling rules only activate from Y2 (m13). In reality, faster Y1 ramp means more orders, more dispenser/prescriber load, likely earlier hires. This slider adds back that cost: extra_ops = (y1_ad - £14k) × adjustment%.
Capital required
All scenarios
Trade-off: a slow ramp gives 2-3 months to validate creative + CAC before scaling spend. A fast ramp burns cash on un-tested channels but pulls breakeven 6-9 months forward.
Recommendation: medium-to-fast ramp once first 4 weeks of channel data confirm CAC ≤ £40.
Packaging — 50% of delivery revenue
Royal Mail / delivery — proportional to volume
Payment fees — 2% of revenue (Stripe)
Wastage — % of revenue
Y2+ staffing — auto-scales via
staffScaling rulesRevenue — directly proportional to acquired patients
LexisNexis ID checks — £100/mo flat in model; reality is per-check
Customer support load — absorbed by Dispenser/Admin, same FTE issue
Locum / overtime cover — not modelled separately
Onboarding overhead — clinician training, content review at higher load
Default 25% reflects rough rule: extra £1k Y1 ad spend → ~£250 extra Y1 ops cost
DATA.adBudgetRamp in the live model and reading min(RESULTS.monthly.cumCash). Anchors include scaled COGS, packaging, delivery, payment fees, Y2+ staff. Y1 ops adjustment is added on top. Current model ramp = £67.5k Y1 → matches Dashboard "Capital Required" KPI of £119,719.