KYLA · The flywheel · Confidential, for current investors

Once we know what a customer costs,
profit becomes the growth budget.

Every product delivers 2 013 kr of contribution. Once acquisition cost is measured and sits comfortably below that, each sale funds the next one. The only decision left is how much of the profit we put back in.

The mechanic

01
A product sells

3 295 kr incl. VAT, leaving 2 013 kr of contribution after COGS, logistics, shipping and fees.

02
Fixed costs are covered

Around 118 tkr a month. Roughly 100 products clears it, including marketing.

03
The rest is a choice

Keep it as profit, or spend it acquiring customers at a known cost. That choice is the flywheel.

04
It compounds, then it stops

Each krona reinvested buys contribution at a known cost. It runs until the factory or the ad auction stops it, and then the profit stays in the company.

Products delivered per month
Same product, same assumptions. The only difference between the three lines is how much of each month's profit goes back into acquisition.
Start from
Organic
1 295 kr
Cost of a customer on paid social
130
Products a month from paid social
35%
Of all sales, at any volume
70
Products a month with no ad spend
4%
Per month, compounding
10%
What volume does to the paid price
4 000
What we can make as we stand

Clarify the levers
Blended CAC, the result Everything we spend divided by every customer, paid and organic. We do not set it. It falls out of the two levers above it. Its ceiling is 2 013 kr, what one product contributes.
Paid CAC What we pay to acquire one customer through paid social. Always higher than blended, because the organic ones cost nothing.
Paid volume today Products a month we buy through paid social right now. Organic sits on top of this, it is not taken out of it. The line above the boxes spells out the sum.
Organic, two ways to model it Grows with us treats organic as a fixed share of everything sold, so it scales as paid scales. That is what our budget assumes. Fixed baseline treats it as a number of products a month growing on its own, which is more cautious because paid growth then drags nothing along with it.
Organic share, or baseline and growth Athletes, our own channels, word of mouth, PR. Whichever way it is modelled, this is the part we control least and probably the part we understate most.
Paid CAC rise per doubling How much more a paid customer costs each time volume doubles. The easy audience gets bought first. The assumption most worth arguing about.
Capacity ceiling Products a month we can make with the tooling we have.
Products delivered per month at three reinvestment rates over 18 months
What each choice produces over 18 months

Reinvesting more means spending more on marketing and ending up with more revenue and more cumulative profit, not less. Every line runs to the same ceiling, so the difference is how soon it arrives. Worth knowing: spending all the way to that ceiling maximises volume rather than margin, which is why the EBIT view is the honest one to look at.

How this is calculated. Revenue is 2 636 kr per product excluding VAT, of which 2 013 kr is contribution after COGS, logistics, shipping and fees. EBIT is contribution less 118 tkr of monthly running cost and less the marketing spend. Volume each month is the organic baseline plus whatever the budget buys at the paid CAC that applies at that volume. Month zero spends the paid volume times the paid CAC; every month after that we add the chosen share of EBIT to the next month's budget. Blended CAC is then simply the spend divided by every customer. Two things stop the wheel: capacity, and the point where one more paid customer would cost more than a product contributes. Illustrative arithmetic to show the shape of the mechanic, not a forecast.

What this model leaves out

Working capital. Growing means buying stock before we sell it. That is a real cash need, and it is not in here. EBIT is not cash.

Fixed cost stays at 118 tkr. Running at the ceiling would cost more than running at 200 a month. Optimistic, not careful.

Contribution stays at 2 013 kr. COGS should fall with volume, so this one works the other way.

No lag. A krona spent on ads becomes a customer and cash in the same month. In reality both take time.

No returns. There will be some.

No ramp friction. Trebling ad spend in one month is assumed to work as well as spending it steadily. Our budget ramps deliberately slower than this.

The flat line is deliberate. At nothing reinvested, growth is organic only. That is an assumption we chose, not a claim that nothing would happen.