Direct answer

The short answer

Build a planning estimate from the complete project cost, related setup expenses and cash needed before the project begins supporting itself, then subtract only confirmed business contributions. Test the timing in a cash-flow forecast. The result is not a recommended loan amount and remains subject to any provider's independent assessment.

Key points

  • List the whole project, including delivery, installation, professional and setup costs.
  • Model when income and expenditure actually enter or leave the bank account.
  • Separate costs by purpose and expected duration instead of assuming one facility must cover everything.
  • Do not count an unconfirmed grant, sale, contribution or facility as available cash.

List the complete project

Begin with the main purchase or transaction, then add the costs required to make it operational. Examples can include delivery, installation, professional fees, recruitment, initial stock, equipment, software, licences and launch or relocation expenses. Not every cost will be financeable, but leaving it out does not make it disappear.

Include the period before the project supports itself

A project can create costs before it creates cash. Estimate wages, rent, materials, tax, utilities and other outgoings during setup and early trading. A cash-flow forecast should use the dates money is expected to enter or leave the bank and reflect seasonality and realistic assumptions.

Separate costs by purpose and duration

Group property, machinery, vehicles, stock, invoices and temporary working-capital needs separately. This makes it easier to consider whether one or more potential structures may be relevant without assuming that every cost belongs in one facility.

Subtract only confirmed contributions

Record the cash the business will genuinely contribute and label the source. Treat a grant, asset sale, tax recovery, investor contribution or other facility as unavailable until it is sufficiently confirmed. The planning estimate should remain usable if an assumption changes.

Test a slower or more expensive scenario

Consider what happens if installation costs more, a customer pays later or revenue takes longer to build. This is not an affordability calculation, but it can expose whether the project estimate or timing is too dependent on an optimistic assumption.

Keep the estimate separate from a provider decision

Explain when the investment should begin contributing cash and how repayments might be supported if revenue is delayed. A provider will make its own assessment of affordability, security, eligibility and the amount—if any—it is prepared to offer.

Common questions

Questions about this guide

Should setup and installation costs be included?

Include costs needed to make the project operational in the planning schedule, such as delivery, installation and professional fees. Their accounting, tax and finance treatment can vary, so label each cost clearly.

Should an expected grant or asset sale reduce the requirement?

Only subtract a contribution when it is sufficiently confirmed. Keep uncertain grants, sales, investments or other facilities visible as assumptions so the plan still works if they change.

Is the calculator result the amount a business should borrow?

No. It is a planning estimate only. It does not calculate affordability, eligibility, repayments, approval or a finance offer, and a provider will make its own assessment.

Primary sources

Sources reviewed for this guide

External sources provide general context and do not endorse Bene Finance, confirm a provider route or establish that finance is available.

This guide provides general information only and is not financial advice or a guarantee that finance will be available.

Review schedule: at least every six months and after a material product, provider or regulatory change.