Break-Even PointvsUnit Economics

The break-even point (BEP) is when total revenue equals total costs — the moment you stop losing money and start making it. For a SaaS company: BEP in customers = Fixed Costs ÷ (ARPU − Variable Cost per Customer). If your monthly fixed costs are $50K, ARPU is $100, and variable cost per customer is $20, you need 625 customers to break even ($50K ÷ $80). Below 625 customers, every month burns cash. Above 625, every customer contributes pure margin. Most SaaS companies take 2-4 years to reach BEP, and VCs typically expect a clear path to BEP within the fundraising runway.

Unit economics is the direct revenue and costs associated with a single 'unit' of your business model (usually one customer). If your unit economics are positive, every new customer generates profit. If negative, every new customer accelerates your death. The core calculation: Unit Profit = (LTV × Gross Margin) − CAC. If LTV is $2,000, gross margin is 80%, and CAC is $1,200, unit profit is ($2,000 × 0.80) − $1,200 = $400 per customer. This means each customer eventually contributes $400 toward covering fixed costs and generating profit.

The trap is calculating break-even on CURRENT costs while planning for FUTURE growth. If you need 625 customers to break even today, but your growth plan requires hiring 5 engineers ($60K/month) before you reach 625, your real break-even just jumped to 1,375 customers. Every hire, every tool subscription, every office lease MOVES the break-even target. Founders who show investors '6 months to break-even' and then hire aggressively find that break-even keeps receding like a mirage. Track your 'break-even velocity' — are you approaching it or is it running away from you?

Founders often achieve 'positive unit economics' by excluding fixed costs entirely or misclassifying variable costs. True unit economics must include a fair allocation of all variable costs. The second trap: assuming unit economics stay constant as you scale. They can improve (economies of scale in hosting, support) or worsen (higher CAC from market saturation, more support tickets from less-sophisticated users). Track unit economics by cohort and by scale.

Build a dynamic break-even model with two scenarios: (1) 'Flat cost' BEP: assuming no new hires or cost increases, how many customers/revenue until you break even? This is your floor. (2) 'Growth plan' BEP: including planned hires and investments, when do you actually break even? This is your real target. Update monthly. The gap between these two numbers is your 'growth cost.' If growth-plan BEP is more than 3x flat-cost BEP, your growth plan is burning more runway than it's building revenue.

Calculate profit per unit: (LTV × Gross Margin) − CAC. If this number is negative, do NOT scale. Fix your pricing, reduce CAC, or improve retention first. Scaling negative unit economics is like pouring gasoline on a fire — you burn faster. Once positive, track the 'contribution margin ratio': Unit Profit ÷ Revenue per Customer. This tells you what percentage of each revenue dollar covers fixed costs.