EASTBRIDGE DECISION LAB

Pressure-test the numbers before you commit.

Educational worksheets for housing and business decisions. Values remain on this device unless you choose to print or save a PDF.

02 / RENT VERSUS BUY

Explore two housing paths over one time horizon.

Compare entered rent costs with a simplified ownership-and-sale scenario. This is not a recommendation and does not determine which choice fits your life or finances.

Rent and ownership assumptions

Current monthly rentAnnual rent change (%)Renter moving costsHome priceDown paymentIllustrative mortgage rate (%)Mortgage term (years)Annual property taxAnnual homeowners insuranceMonthly HOAAnnual maintenance (% of price)Buying costsModeled selling costs (%)Annual home-value change (%)Owner moving costsComparison horizon (years)

MODELED NET OUTLAY DIFFERENCE$1,927

Ownership is higher in this entered scenario.

Rent outlay: $177,204
Ownership cash paid: $299,862
Modeled net sale proceeds: $120,732
Net ownership outlay: $179,131
Mortgage balance at horizon: $253,165

The model limits annual home-value change to -25% through 25%. It excludes opportunity cost, tax effects, utilities, mortgage insurance, renovations, rent deposits, market uncertainty, and unentered costs. Actual loan terms and future property value may differ substantially.

03 / EXTRA MORTGAGE PAYMENT

See how extra principal changes a simplified schedule.

Model a fixed-rate loan with a consistent monthly extra payment. Confirm how your servicer applies extra funds and whether your actual loan has restrictions or different terms.

Current-loan assumptions

Remaining principal balanceAnnual interest rate (%)Remaining term (years)Extra principal each month

MODELED TIME SAVED6 yrs 10 mo

Regular principal and interest: $1,791
Payment with entered extra: $2,041
Baseline payoff: 27 yrs 0 mo
Accelerated payoff: 20 yrs 2 mo
Modeled interest difference: $87,824

Assumes a fixed rate, monthly payments, no escrow, no fees, no missed payments, and immediate principal application. It is not your servicer’s payoff statement.

04 / HOMEOWNERSHIP RESERVES

Plan beyond the mortgage payment.

Organize maintenance, utilities, taxes, insurance, association costs, and a specific repair goal. Every figure is an assumption you can change.

Monthly planning inputs

Home valueAnnual maintenance assumption (%)Utilities per monthProperty tax per monthInsurance per monthHOA or other recurring costSpecific repair reserve targetMonths to build repair reserveMonths in ongoing-cost buffer

MONTHLY HOMEOWNERSHIP PLAN$1,525

Maintenance assumption: $292
Entered recurring costs: $900
Repair-goal contribution: $333
Entered-duration buffer target: $3,575

A percentage-of-value maintenance allowance is only a planning convention. Your home, location, systems, insurance, taxes, and repair timing may differ.

05 / BUSINESS DEBT CALENDAR

See the monthly timing, not just the total.

Organize up to five recurring business obligations by due day. Use nicknames rather than account numbers or sensitive details.

Entered obligations

Obligation 1 nicknameDue dayMonthly paymentApproximate remaining balance

Obligation 2 nicknameDue dayMonthly paymentApproximate remaining balance

Obligation 3 nicknameDue dayMonthly paymentApproximate remaining balance

Obligation 4 nicknameDue dayMonthly paymentApproximate remaining balance

Obligation 5 nicknameDue dayMonthly paymentApproximate remaining balance

ENTERED MONTHLY DEBT PAYMENTS$2,170

Days 1–15: $1,450
Days 16–31: $720
Missing or invalid due day: $0
Approximate weekly equivalent: $501
Entered remaining balances: $50,000

This is an organizer, not a payoff plan or accounting record. Verify every due date, minimum, rate, fee, and balance with the creditor.

06 / OPERATING CASH RUNWAY

Stress-test how long entered cash may last.

Compare current monthly assumptions with a slower-revenue, higher-expense scenario. Use normalized averages, not bank credentials or confidential account data.

Monthly operating assumptions

Starting operating cashAverage monthly revenueFixed operating expensesVariable operating expensesDebt paymentsOwner draws or distributionsStress revenue drop (%)Stress expense increase (%)

BASE ENTERED RUNWAYCash not declining

Base monthly net burn: $500 surplus
Stress monthly revenue: $36,000
Stress monthly expenses: $48,950
Stress runway: 5.8 months

A straight-line runway does not model collections timing, seasonality, taxes, one-time costs, credit access, growth, or changing behavior. Review actual cash flow with a qualified professional.

07 / EQUIPMENT BUY OR LEASE

Put both acquisition paths on one timeline.

Organize purchase financing, maintenance, estimated resale, lease payments, and end fees before reviewing formal proposals.

Comparison assumptions

Equipment purchase pricePurchase down paymentIllustrative loan rate (%)Loan term (years)Monthly owned-equipment maintenanceEstimated resale value at horizonLease upfront amountMonthly lease paymentLease-end or return feeComparison horizon (months)

MODELED COST DIFFERENCE$1,579

Buying and exiting costs more in this entered scenario.

Buy payment: $1,419
Balance at horizon: $31,383
Modeled buy-and-exit cost: $66,479
Modeled lease cost: $64,900

Assumes an exit at the entered horizon. Excludes taxes, deductions, downtime, insurance, deposits, purchase options, mileage or usage limits, and unentered contract terms.

08 / INVENTORY PURCHASE PLAN

Follow cash into sold and unsold stock.

Explore order cost, selling price, timing, sell-through, and the amount of cash still tied up after one entered sales cycle.

Order and sales assumptions

Units orderedCost per unitSelling price per unitExpected sell-through in cycle (%)Sales cycle (months)Freight and other order costsBusiness cash allocated

ENTERED PURCHASE FUNDING GAP$15,500

Total landed order cost: $20,500
Units modeled sold: 700
Revenue from modeled sold units: $29,400
Gross after unit and order costs: $14,300
Unsold units / entered cost: 300 / $5,400

Does not model discounts, returns, shrinkage, taxes, storage, financing cost, payment timing, seasonality, or demand. Sell-through is an assumption, not a forecast.

09 / BUSINESS MARGIN

See what each sale leaves for overhead.

Separate direct costs from the money available for rent, administration, marketing, debt, taxes, owner compensation, and profit.

Per-sale assumptions

Selling priceMaterials or product costDirect laborFulfillment or deliveryTransaction fee (%)Other direct costMonthly overhead to coverExploratory target margin (%)

AVAILABLE BEFORE OVERHEAD PER SALE$53

Entered direct cost: $72
Contribution margin: 42.6%
Markup on direct cost: 74.2%
Sales to cover entered overhead: 282
Price at entered target margin: $119

This simplified contribution worksheet is not an accounting statement. Confirm cost classification, taxes, capacity, discounts, waste, returns, and pricing decisions with qualified advisors.

10 / FUNDING DECISION JOURNAL

Record the reasoning before the outcome is known.

Capture the purpose, assumptions, alternatives, questions, decision, and later result of a business investment. Avoid account numbers, tax IDs, or confidential personal data.

Decision record

Proposed investment amountReview date

JOURNAL COMPLETENESS0 / 9

The record still has important gaps.

Completeness does not mean a decision is suitable, affordable, or likely to succeed.

What business purpose should this investment accomplish?What alternatives were considered?Which assumptions must be true?What could go wrong, and what is the fallback?Which questions need answers before committing?What was decided, by whom, and why?Later result: what happened and what was learned?

Educational estimates, not advice or offers.

These worksheets use only the values you enter. Results are simplified illustrations—not financial, mortgage, legal, tax, accounting, real-estate, or investment advice; not quotes or forecasts; and not eligibility, approval, or suitability decisions.

Saved versions stay in this browser's local storage. Eastbridge does not receive worksheet details through this page. Verify real figures, contracts, disclosures, and decisions with the appropriate licensed or qualified professionals.