Expenses

What it's for

Vibz separates expenses into two segments — General and Marketing — because they behave differently in the financial model (marketing spend is usually linked to your growth assumptions; general expenses, typically not). Use the All / General / Marketing tabs to filter the list, and the search field to find a specific entry as the list grows.

Adding an expense manually

Click the green + button to open the form and manually add an expense. For each entry, you define: description, segment (General or Marketing), category, whether it's recurring or one-time, the amount, and the period it applies to.

Val's Suggestions

Based on the rest of your plan (your solution, chosen channels, team, for example), Val can proactively suggest expenses you'll likely incur but haven't yet registered — things like rent, travel, paid media, or social media management. These suggestions appear in a banner above the expense list, one card per suggestion, already pre-filled with an estimated value and recurrence.

Nothing from this banner automatically enters the plan — the banner text itself makes this explicit: "Review before incorporating — nothing enters the plan without your confirmation." Review each suggestion and click Review and Add to bring it into your plan (you can still edit it later), or discard with the "x" those that don't apply to your business.

Financial Assumptions

The Assumptions button, at the top of the page, opens a set of parameters that is not exclusive to Expenses — it feeds all Financial Modeling exercises (Expenses, Revenues, Cash Flow, P&L, and Investment Analysis). Here you define:

• Initial Cash Balance — how much money the business starts with in cash.
• Projected Annual Inflation and Basic Interest Rate — the macroeconomic parameters used in projections.
• CLT Labor Charges and PJ Labor Charges — the additional percentage on salaries and payments to service providers.
• Partner Pro-labore Charges — the charges on partner remuneration.
• Revenue Taxes and Profit Taxes — the rates used to estimate the business's tax burden.
• Financial Fees and Average Default Rate — costs of financial operations and the expected loss from non-paying customers.
• Asset Depreciation Rate — the rate used to depreciate equipment and other assets over time.
• Base Attractiveness Rate — the minimum rate of return used to evaluate if the investment in the business is worthwhile.

In practice: if Val's suggestions or the Cash Flow/P&L calculations seem out of sync with your business reality, the first place to review is not the expense list itself, but the Assumptions — they define the parameters used in all calculations.

Tips

• Mark an expense as recurring only if it repeats in a predictable period — one-time costs (like a single legal consultation) should be entered as one-time, even if similar costs might arise again later.
• Keep marketing expenses in the Marketing segment even when small — this keeps the Cost Structure legible as the list grows.
• Review the Financial Assumptions before relying on Cash Flow and P&L results — they rarely need to change, but when the business scenario changes (new investment round, change in tax regime), this is where you adjust.
• Revisit this list after altering the Channels or Go-to-Market exercise; a new channel generally means a new expense.