COLD EMAIL CALCULATOR / SEQUENCE WORKLOAD
Make room for
the follow-ups.
New prospects stop entering. Follow-ups keep coming. Plan the actions on each workday and see what falls after your entry window.
The starting example is hypothetical. Shares, dates and capacity are your planning assumptions. Scheduled actions do not predict delivery, replies or permission to contact someone.
Updated · Results and CSV export without an account.
The calendar keeps going.
Calculate a scenario to see its calendar.
- Total sequence actions
- Peak actions on one workday
Entry windowAfter entry window · Full dates and step values are in the table below.
- Actions within entry window
- Actions after entry window
- Unique prospects entered
- Entry window ends
- Last action falls on
- Reply handling reserve
Fractional actions are aggregate projections. The capacity comparison flags your plan; it does not move work, account for backlogs or assess deliverability.
Read the daily values and every step
Review the assumptions behind this result
Follow the cohort
past the last entry day.
What is a workday here?
You choose the weekdays and excluded dates. An offset of 3 means three available workdays after a cohort enters. The start date is inclusive; an unavailable start moves to the next available day. The same calendar applies to first touches and follow-ups.
Which people reach each step?
Each share applies to the original daily cohort. With 50 new prospects and shares 1, 0.8 and 0.4, a cohort contributes 50, 40 and 20 actions. Shares describe hypothetical exits before later steps. They are not response rates or observed people.
What does the worked example show?
At 50 new prospects across 20 workdays, steps at offsets 0, 3 and 7 with shares 1, 0.8 and 0.4 create 2,200 actions: 1,000 + 800 + 400. There are 1,940 within the entry window and 260 afterward. Peak load is 110 actions; 13 workdays exceed a hypothetical capacity of 100.
What is left out?
This planner counts scheduled sequence actions. It does not send messages, verify addresses, estimate replies, set vendor prices or determine a permissible sending volume. Reserve reply-handling time separately and use your provider's current rules. A zero share cancels that step without extending the action calendar.
Model conventions: exact decimal shares (up to six places); UTC calendar dates without time zones; at most 260 entry workdays, eight steps and a final offset of 260 workdays. Calendars extending beyond December 31, 2099 are refused. The CSV retains inputs, units, full daily breakdown and totals. No vendor limit or performance benchmark is embedded in the model.
COLD EMAIL CALCULATOR / OUTBOUND STACK COST
See what is due.
Then value what you use.
An annual bill can look small when divided by twelve. Your cash payment still arrives at once. Keep payments, service consumed and your team's time in separate columns.
USD only. Enter each quote's actual payment, units and renewal terms. All starting prices are fictitious examples, not prices for any named vendor. This budget does not establish deliverability or predict revenue.
One window.
Three different costs.
Calculate a budget to see its payment schedule.
- Cash payments due in window
- Service consumed in window
- Prepaid service beyond window
- Value of your team's time
- Economic cost: consumed service + time
Payment schedule and service consumed
| Quote | Payment due | Service term | Cash (USD) | Consumed here (USD) |
|---|
- Cash per booked meeting
- Cash per held meeting
- Economic cost per held meeting
Cents are rounded half-up only for display. Exact fractions stay in the CSV. Separate rounded figures may differ by one cent. Exports include all quote inputs, unknown prices, renewal terms, inclusions, cohort declarations and rules.
A payment is not a monthly equivalent.
How are payments scheduled?
A quote starts in the numbered month you enter. Its first payment buys the initial term, in advance. Renewals start immediately after that term and continue on the declared renewal terms. Enter committed or noncancelled renewals; this model has no cancellation date. Only payments due inside your window count as cash.
What counts as consumed service?
Each payment is spread evenly over its covered months. A $1,440 invoice covering twelve months consumes $360 across a three-month window, with $1,080 prepaid beyond it. No calendar-day proration, refunds, interest or accounting treatment is inferred. Setup and your declared one-off tax total are consumed in month 1. Include subscription taxes in that quote instead when they cover its full service term. Payments before month 1 are outside this model; it cannot represent opening prepaid balances.
What does the monthly example show?
Three seats at $60, four mailboxes at $8, and packages at $25 and $40, plus three CRM seats at $20, total $337 per month. Over three months plus $150 setup, cash and consumed service each total $1,161. Ten hours per month valued at $40 add $1,200 in time: economic cost is $2,361.
If you declare 30 booked and 24 held meetings for that same closed cohort and window, cash per booked meeting is $38.70, cash per held is $48.38, and economic cost per held is $98.38. These are arithmetic examples, not performance forecasts.
What stays unknown?
A blank amount is unknown, not zero. A missing payment due inside the window withholds complete totals; known subtotals remain visible. A renewal beyond the window does not affect current cash or consumption. Included needs add no charge only when you explicitly link them to another active paid line.
Aggregate inputs.
A local calculation.
Enter counts and dates, rather than contacts or email addresses. The calculator makes no API requests and does not put the scenario in the URL or browser storage. It does not save a scenario for you. Download the CSV to keep a copy; copying uses your clipboard only after you choose the action.
The local preview server receives ordinary page and asset requests. Inputs are not submitted by the form. A hosted site will need verified publisher details and its own privacy notice before release.