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

A product sells

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

Fixed costs are covered

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

The rest is a choice

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

It compounds, then it stops

Each krona reinvested buys contribution at a known cost. When capacity is full, spending stops rising and 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.

Blended CAC

842 kr

Marketing spend per new customer

Starting volume

200

Products a month at month zero

Organic baseline

Products a month with no ad spend

CAC rise per doubling

15%

What volume does to the price

Capacity ceiling

4 000

What we can make as we stand

Blended CAC What one new customer costs on average: everything we spend in a month divided by every customer that month, including the ones who arrive through athletes, our own channels, word of mouth or PR without us paying for them. The whole model turns on this one number. Its ceiling is 2 013 kr, which is what a product contributes. Below that, growth pays for itself.

Starting volume Products sold per month at the point the model starts.

Organic baseline What we would still sell in a month with no ad spend at all: athletes, our own channels, word of mouth, PR. Held flat for all 18 months rather than assumed to grow, which almost certainly understates it. It sets the floor under the curve, and it is the reason blended CAC lands below what a bought customer costs on their own.

CAC rise per doubling The goal is a lower CAC, but cost per customer tends to climb as volume grows, because the easy audience gets bought first. This is how much more a customer costs each time monthly volume doubles. It is the brake on the model and the assumption most worth arguing about.

Capacity ceiling How many products a month we can make with the tooling we have. The wheel accelerates up to this line and no further. From there on, everything above the running cost is profit.

What each choice produces over 18 months

Swipe the table sideways for revenue, EBIT and run rate.

Reinvesting more means spending more on marketing and still ending up with more profit, not less. The wheel stops when capacity is full, and from that month on the profit stays in the company.

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. Month zero spends the starting volume times the blended CAC; every month after that we add the chosen share of EBIT to the next month's budget. Volume is the budget divided by the blended CAC that applies at that volume, never below the organic baseline. Two things stop the wheel: capacity, and the point where one more customer would cost more than a product contributes. Illustrative arithmetic to show the shape of the mechanic, not a forecast.