Tools / Scenario planning

Build a cryotherapy business case from your own assumptions

How we evaluate evidence Based on published documents; equipment not tested hands-on.

Use this page to

See how your demand and cost assumptions move 24 months of cash.

You will leave with

Base and downside scenarios, with formulas and a downloadable record.

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Build a full cash schedule

Local scenario model

Test your operating assumptions

Use one currency throughout. Enter a base and downside case. All values start blank. Your inputs stay in this page and reset when you leave.

The interactive calculator needs JavaScript. Its definitions and the written scenario guide remain available below.

Name this scenario and what its costs include

These notes apply to every case in this worksheet. Note the model, the documents you used and what each amount covers. Anything left blank stays unknown. The notes stay on this page and are included when you download or print.

Currency code for every amount

Model, configuration and scenario labelDocument references, dates and assumption sourcesOperating calendar and period definitionWhat one completed session or cycle countsIncluded costs and where they are countedSeparately priced costs and their cost linesExcluded costs and the reason for exclusionUnknown costs or unresolved terms

Keep a measured electricity bill, a gas bill, equipment ownership costs and a full business budget as separate records. Don't enter customer or personal information.

Base caseRevenue per delivered paid session before refundsCurrency / delivered paid session; after discountsBooked paid sessions per open dayAverage bookings / dayOpen days per monthDays / monthBookings cancelled before deliveryPercent of bookingsRefunded share of delivered-session revenuePercent of delivered revenueAdditional unpaid sessions per open dayAverage delivered sessions / day before downtime; no demand rampDowntimePercent of open capacityVariable consumablesCurrency / every delivered session, paid or unpaidDirect laborCurrency / every delivered session, paid or unpaidNet transaction fees not recovered after refundsCurrency / delivered paid sessionElectricity and gas budgetCurrency / month; all paid and unpaid workloadService reserveCurrency / monthAllocated rent and overheadCurrency / monthMarketing costCurrency / monthInitial cash outlayCurrency; paid upfront, excluding financed principalFinance paymentCurrency / monthMonthly ramp, months 1-2424 percentages separated by commas. Each percentage applies to booked demand before cancellations and downtime.

Downside caseRevenue per delivered paid session before refundsCurrency / delivered paid session; after discountsBooked paid sessions per open dayAverage bookings / dayOpen days per monthDays / monthBookings cancelled before deliveryPercent of bookingsRefunded share of delivered-session revenuePercent of delivered revenueAdditional unpaid sessions per open dayAverage delivered sessions / day before downtime; no demand rampDowntimePercent of open capacityVariable consumablesCurrency / every delivered session, paid or unpaidDirect laborCurrency / every delivered session, paid or unpaidNet transaction fees not recovered after refundsCurrency / delivered paid sessionElectricity and gas budgetCurrency / month; all paid and unpaid workloadService reserveCurrency / monthAllocated rent and overheadCurrency / monthMarketing costCurrency / monthInitial cash outlayCurrency; paid upfront, excluding financed principalFinance paymentCurrency / monthMonthly ramp, months 1-2424 percentages separated by commas. Each percentage applies to booked demand before cancellations and downtime.

Revenue is per delivered paid session after discounts and before refunds. Cancellations remove bookings before delivery. Refunds reduce delivered-session receipts without reversing used supplies, labor or net fees. Additional unpaid sessions consume supplies and labor; they receive no revenue and do not follow the paid-demand ramp. Monthly energy, service, overhead and marketing exclude the per-session costs above. Finance payments reduce cash flow; they are separate from operating contribution. Tax and depreciation are excluded and require accountant review.

Enter your assumptions to see a 24-month scenario. No projection is shown until the required inputs are complete.

Calculation definitions and version

Formula version 3 / 2026-10-06. Booked sessions = sessions/day x days/month x monthly ramp. Completed sessions = booked x (1 - cancellation) x (1 - downtime). Paid contribution/session = revenue x (1 - refunded revenue share) - consumables - direct labor - net transaction fees. Additional unpaid sessions = unpaid/day x days/month x (1 - downtime), independent of the paid demand ramp. Operating contribution = paid receipts after refunds - consumables and labor for all delivered sessions - net paid-session fees - energy - service - overhead - marketing. Cash flow = operating contribution - finance payment. An unweighted average session count can be fractional in a scenario; it is not a scheduled physical cycle. Cumulative cash starts at negative initial cash outlay. The first nonnegative month-end cumulative cash is reported; later months may turn negative again. Intra-month payment dates are not modeled. Sensitivity holds every input except demand fixed at 75%, 100% and 125% of base booked demand; these are user scenario variations, not forecasts.

On this page

Direct answer

A cryotherapy business case rests on how many paid sessions you actually deliver and what it costs to run the room - not on how many sessions the chamber could handle. The calculator above takes a base case and a downside case, each with a 24-month ramp and a downtime allowance. Every field starts blank, so no supplier's revenue projection stands in for your demand.

Required inputs

Gather these before you start, and keep a note of where each number came from.

Required inputs
Input	Base case	Conservative case	Evidence to retain
Realized revenue per session			Current local menu or tested offer
Sessions per open day			Capacity and demand basis
Open days per month			Operating calendar
Ramp by month			Launch plan or comparable location
Cancellation rate before delivery			Booking data or explicit assumption
Refunded share of delivered-session revenue			Refund policy and retained net fees
Additional unpaid delivered sessions per open day			Trials, training or other unpaid workload
Consumable cost per session			Supplier quote and usage
Direct labor per session			Workflow time and loaded wage
Electricity and nitrogen monthly budget			Sum of non-overlapping gas and electricity bills for all workload
Monthly service reserve			Contract and maintenance schedule
Allocated rent and overhead			Accounting policy
Monthly marketing spend			Channel test or explicit assumption
Downtime percentage			Service response and reserve case
Initial cash outlay			Normalized delivered quote
Monthly finance payment			Full finance schedule

Calculation rules

Delivered paid sessions = booked sessions x (1 - cancellation rate) x (1 - downtime rate)

Delivered unpaid sessions = unpaid sessions/day x open days x (1 - downtime rate)

Net receipts = delivered paid sessions x revenue after discounts x (1 - refunded revenue share)

Variable cost = (paid + unpaid delivered sessions) x (consumables + direct labor) + delivered paid sessions x retained net transaction fees

Monthly operating contribution = net receipts - variable cost - monthly energy - service - overhead - marketing

Monthly cash flow = operating contribution - monthly finance payment

Cash recovery month = first nonnegative month-end cumulative cash, starting at negative initial cash outlay

Formula version 3, October 6, 2026.

Cancellations and refunds are different. A cancellation removes the booking before the session happens. A refund comes after delivery: it reduces receipts but doesn't give back the labor, supplies or retained fees already spent. Enter retained transaction fees after any fee refunds; cancellation-fee income isn't modeled.

Unpaid sessions don't follow the ramp. Trials and training sessions use supplies and staff time without revenue, and they stay separate from the paid-demand ramp. Because the model uses monthly averages, session counts can be fractional, unlike a real booking schedule.

Financing is counted once. Initial outlay is the cash you actually pay up front. Don't add the financed purchase price on top of its installments. Irregular deposits, loan proceeds and balloon payments go in the cash worksheet.

Break-even can slip back. The first month that ends with nonnegative cumulative cash can be followed by negative months, and it doesn't show whether cash covers every payment date within a month. Tax, depreciation and accounting profit need a separate, reviewed view.

Sensitivity view

The sensitivity table reruns the base case at 75%, 100% and 125% of booked demand with everything else held fixed. Treat these as stress tests, not probabilities. To test price, gas, labor or service changes, put them in the downside case. Costs don't scale automatically with utilization, so give each case its own energy or gas budget.

Common mistakes

Using the chamber's theoretical capacity as forecast demand.
Multiplying the list price by full opening hours, with no ramp or cancellations.
Leaving out owner labor, marketing, downtime or maintenance.
Entering supplier numbers without a label and date.
Hiding negative months or skipping the downside case.

Transfer utility totals without doubling them

Enter the full monthly gas bill plus the electricity budget for the same paid and unpaid workload, with no overlap between them. If you've calculated a full-bill cost per paid session elsewhere, don't multiply it by sessions and then add the bill again. Likewise, consumables and direct labor here should exclude anything already counted in monthly energy, service or overhead.

The optional scenario record keeps the model and configuration, measurements, tariff, dates, currency, calendar and cost boundary with your results. Notes you leave blank show as unknown in the CSV and printout; they never count as supplier verification. To compare two different cooling systems, use the matched technology worksheet.

Sources and limitations

The formulas and their version date are shown under the form. The result is a simplified nominal cash scenario. It isn't investment ROI, accounting profit, a guaranteed payback or a financing recommendation. Your inputs are not sent anywhere, saved automatically or used to generate a sales lead.

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