Finance calculators bring together practical tools for discounts, VAT, loan payments and compound interest, with formulas and worked examples.
Start with the problem, then choose the tool matching your known quantities. Each topic includes an illustrative example and links to the relevant calculators.
Compare discounted and unit prices, then calculate spending from consumption. Electricity cost needs energy used and unit price; power alone does not determine the bill.
Quick example: A 1000 W appliance running for two hours uses 2 kWh. At a hypothetical 0.20 per kWh, cost is 0.40.
First identify whether the amount excludes or includes tax. Adding multiplies the base by one plus the rate; extracting divides the total by that factor. You supply the rate.
Quick example: At a hypothetical 10% rate, base 200 becomes 220 inclusive; extracting the base from 220 returns 200.
Start with principal, term and rate for payments, then compare extra repayment or debt-to-income. Calculated mortgage payments exclude housing taxes, insurance or fees not entered.
Quick example: Balance 1200 at zero interest is paid in 12 months at 100 per month, or 8 months at 150.
Use simple interest without compounding, compound interest with capitalization, and annuities for equal periodic flows. Distinguish nominal from effective rates and check deposit timing.
Quick example: Amount 1000 grows to 1210 in two years at 10% annually compounded, without contributions or fees.
Total return measures investment change; CAGR spreads growth over time, while NPV and IRR use cash-flow sequences. Payback asks when capital returns and does not summarize all profitability.
Quick example: Growth from 1000 to 1210 in two years means total growth 21% and CAGR 10%, without intermediate flows.
Margin divides profit by sales; markup divides it by cost. Break-even separates fixed and variable costs, while depreciation allocates asset cost for accounting.
Quick example: Cost 80 and sale price 100 give profit 20, margin 20% and markup 25%.
Use consistent pay periods, work hours and weeks for comparison. Enter overtime hours and multiplier separately; the entered multiplier does not determine your local employment rules.
Quick example: Annual pay 52000 at 40 hours weekly for 52 weeks equals 25 per hour before deductions.
Distinguish impressions, clicks, converted sessions and revenue. CPM and CPC measure costs; CTR and conversion describe different stages. ROAS compares revenue with spend without establishing net profit.
Quick example: Spend of 200 for 50,000 impressions gives CPM of 4; attributed revenue of 800 gives ROAS of 4.
Average order value divides by orders; acquisition cost divides by new customers. Lifetime value uses purchase frequency, lifespan and margin. Churn tracks a starting cohort separately from new customers.
Quick example: Costs of 2,400 for 80 new customers give CAC of 30; 2,500 across 50 orders gives AOV of 50.
EOQ estimates a theoretical lot size; the reorder point determines the replenishment trigger. Turnover uses cost of goods sold and average inventory at cost. Align periods and demand units.
Quick example: Demand of 20 units per day over seven days plus safety stock of 30 gives a reorder point of 170 units.
Sell-through tracks the sold share of a fixed lot; coverage compares available stock with weekly demand. Match lot, returns and reservation definitions. Unsold units may not equal physical stock.
Quick example: Selling 350 from a lot of 500 gives 70% sell-through; stock of 600 at weekly demand of 120 covers five weeks.
Weighted averaging combines cost by quantities; contribution subtracts variable costs from price. Check definitions before treating full accounting cost as variable cost, and avoid counting included charges twice.
Quick example: 100 units at cost 10 and 200 at cost 13 average 12; price 50 and variable cost 30 give contribution 20 or 40%.
Runway divides available cash by positive monthly net burn. The cash cycle adds inventory and collection days then subtracts payment days. Both simplify averages; within-month payment timing still matters.
Quick example: 120,000 at monthly burn of 20,000 lasts six months; 45 inventory days, 30 collection and 40 payment give a 35-day cash cycle.
Compare liquid resources with short-term obligations, then separate capital structure from earnings and cash coverage. Do not interpret one ratio without cash timing and asset quality.
Quick example: Current assets 250,000 over liabilities 100,000 give a current ratio of 2.5; operating cash flow 150,000 over the same liabilities gives cash coverage of 1.5.
Use ROA for profit relative to assets, ROE relative to equity, and asset turnover for revenue efficiency. Revenue growth and expense ratio describe different operating dimensions and are not profit measures.
Quick example: Income 40,000 on assets 400,000 gives ROA 10%, while revenue 600,000 on assets 300,000 gives 2× asset turnover.
DSO and DPO express timing in days, while turnover expresses the same type of relationship in times. Use credit sales or purchases when available and keep period bases aligned.
Quick example: Receivables 90,000 on credit sales 720,000 give turnover 8× and DSO about 45.6 days in a 365-day period.
Track shrinkage by reconciling book and physical inventory, GMROI for margin relative to inventory cost, and safety stock for demand/lead-time uncertainty. Each answers a different question.
Quick example: Book inventory 100,000 versus physical 96,000 means 4% shrinkage; gross margin 120,000 on average inventory 60,000 gives GMROI 2.
Separate cohort retention from repeat purchasing within a window, then monitor funnel leakage through cart abandonment and post-order quality through refunds. Keep customer, order and time-window definitions consistent.
Quick example: Retaining 850 of 1,000 starting customers means 85% retention; 300 repeat customers out of 1,000 means a 30% repeat purchase rate. They measure different behavior.
Start with vehicle price, net down payment and trade-in, then use term and rate for the payment. Compare financed amount and total interest, not only the monthly payment.
Quick example: Financing 35,000 for 60 months at 5% gives a payment of about 660.49.
Retirement savings depend on time, contributions and an assumed return, while inflation changes purchasing power. Compare multiple scenarios instead of relying on one rate.
Quick example: At 3% inflation for 10 years, a 1,000 current cost becomes about 1,343.92.
Use cap rate and GRM for screening, gross or net yield for property return, and cash-on-cash or ROI for investor capital. Do not mix metrics because their denominators and cost treatments differ.
Quick example: A 900,000 property with 72,000 rent has 8% gross yield and 12.5 GRM; if net income is 54,000, net yield is 6%.
LTV describes leverage against value, debt yield links NOI to loan principal, and break-even occupancy estimates the revenue level needed to cover operations and debt.
Quick example: A 700,000 loan on a 1,000,000 property means 70% LTV; NOI 70,000 on the same loan gives 10% debt yield.
Start with NOI to separate property operations from financing, then include debt service for cash flow. Management fees and maintenance reserves should not be double-counted.
Quick example: Income 120,000 less 42,000 expenses gives NOI 78,000; monthly rent 7,000 less 1,800 expenses and 3,200 debt gives 2,000 cash flow.
Occupancy and vacancy measure unit status; vacancy loss converts a rate into revenue impact. Rent increase and proration handle price and time, not occupancy quality.
Quick example: 18 occupied units out of 20 mean 90% occupancy and 10% vacancy. Potential rent 120,000 at 8% vacancy means 9,600 expected loss.
Price and rent per area support spatial comparisons when area definitions match. Total appreciation measures endpoint change, while annualized appreciation adds time.
Quick example: Price 900,000 for 150 m² equals 6,000 per m²; value rising from 800,000 to 968,000 over two years equals 10% annualized appreciation.
Start with potential rent, then account for vacancy, concessions and collection losses. Economic occupancy and collection reveal gaps that unit counts alone miss.
Quick example: Potential income 600,000 less 60,000 losses plus 30,000 other income gives EGI 570,000; collecting 95,000 of 100,000 gives 95%.
Separate temporary vacancy from cleaning, repair and marketing, then add leasing commission when separate. This avoids hiding turnover cost inside a broad expense line.
Quick example: Fifteen vacant days at 200 cost 3,000; adding 4,000 cleaning, repair and marketing gives 7,000 turnover cost.
Separate property price from closing and selling costs, then treat down payment and points distinctly. For refinancing compare execution cost with monthly savings and expected holding period.
Quick example: Buying at 800,000 with 3% closing costs means 24,000; refinancing at 18,000 cost with 900 monthly savings breaks even in 20 months.
Use tax and insurance rates from your actual data, sum operating items without debt service for pre-financing analysis, and treat rent-to-income as a budgeting metric rather than a mandatory threshold.
Quick example: A value of 800,000 at 1.2% gives a 9,600 tax estimate; the six operating items in the example total 40,000 annually.
Compare housing expense or mortgage payment with gross income, then translate a target ratio into a monthly budget. Rent-versus-own here is cash-only and does not capture every long-term investment effect.
Quick example: Housing cost 3,500 on income 12,000 is 29.17%; a 30% target gives a 3,600 monthly budget.
Equity measures value minus debt, while cash-to-close sums upfront cash requirements. On sale, subtract selling costs and loan payoff to reach net proceeds before other items.
Quick example: Value 1,000,000 less 650,000 debt gives 350,000 equity or 35%. Selling at 1,100,000 less 55,000 costs and 650,000 payoff gives 395,000 net.
Add mortgage, taxes, insurance and maintenance for ownership cost; separate insurance and taxes when financing detail matters. Price-to-rent compares price with rent, and break-even rent links property costs to occupied units.
Quick example: Ownership cost 4,700 versus rent 5,000 gives a -300 monthly cash difference. Costs of 30,000 across 10 units imply 3,000 break-even rent per unit.
Convert between hourly, daily, weekly, monthly and annual pay using explicit hours, days and workweeks. Schedule changes alter equivalent salary even when the pay rate stays the same.
Quick example: 40 per hour × 40 hours × 52 weeks = 83,200 annually; 83,200 divided by 2,080 hours returns 40 per hour.
Separate base pay from variable pay. Use rates for raises, bonuses and commissions, and inverse calculations when the target amount is known.
Quick example: A 10,000 salary with an 8% raise becomes 10,800; 50,000 sales at 5% produce 2,500 commission.
Use the actual multiplier or differential rate applied by the employer. Do not assume 1.5× or 2× is universal; these calculators simply apply the entered terms.
Quick example: A 40 rate at 1.5× for 10 hours gives 600 overtime; a 15% shift differential for 8 hours gives 48 extra.
Start with gross pay, subtract entered deductions for an estimated net, then use actual hours for an effective hourly rate. Leave accrual and employer cost require clear organizational policies and rates.
Quick example: Gross 12,100 less 2,100 deductions = 10,000 net; 10,000 across 200 hours = 50 effective hourly rate.
Start with distance, consumption and energy price, then add tolls, lodging and food for the full trip. Keep fuel separate from other items so the source of differences stays visible.
Quick example: 500 km at 8 L/100 km and 2.2 per litre needs 40 litres and costs 88; a full road trip can add tolls, lodging and food on top.
Turn weekly commuting into annual distance, then calculate parking or reimbursement separately. Do not mix employer reimbursement with vehicle cost unless measuring your net personal impact.
Quick example: 25 km each way, 5 days and 48 weeks equals 12,000 km annually; 800 eligible km at 0.75 gives 600 reimbursement.
Separate usage cost from ownership cost. Depreciation can be a major economic cost even without a monthly payment, while cost per km links annual cost to actual usage.
Quick example: An annual cost of 24,000 over 20,000 km is 1.2 per km; a value drop from 120,000 to 90,000 is 30,000 or 25% depreciation.
Calculate energy first, then multiply by electricity price, distinguishing home and public-charger rates. EV-versus-fuel comparison here covers energy only, not full ownership cost.
Quick example: 300 km at 18 kWh/100 km needs 54 kWh; at 0.18 it costs 9.72, versus 52.8 for fuel at 8 L/100 km and 2.2 per litre.
Start with kWh, apply energy price, and keep fixed fees separate from variable rates. Time-of-use tariffs require splitting consumption by price period rather than using an unclear average.
Quick example: 600 kWh at 0.18 gives an energy charge of 108; with a 20 fixed fee the simplified bill becomes 128.
Compare energy or fuel first, then convert it to money. Solar savings depend on self-consumption and price, generator cost on fuel rate, and LED savings on watt difference and usage hours.
Quick example: 7,200 solar kWh at 70% self-consumption and 0.18 gives 907.2 savings; replacing 20 lamps saves 2,190 kWh in the example.
First define the billing unit: order, kg, km or tonne-km. Average cost helps comparison but does not remove fixed fees, minimums or tariff tiers.
Quick example: Shipping 120 over 12 kg equals 10 per kg; a 3,000 trip over 1,200 km equals 2.5 per km; 20 tonnes ×1,200 km equals 24,000 tonne-km.
Separate route cost from storage-space cost, then choose the right denominator: stop, delivery, square metre or stored unit. Keep periods aligned to avoid comparing monthly cost with annual units.
Quick example: A 900 route with 30 stops equals 30 per stop; 500 m² at 30 monthly equals 15,000 per month; over 5,000 units that is 3 per unit.
Link income targets to realistic billable hours, then add business expenses before converting the target into an hourly rate. Day/hour conversions help comparison but do not dictate one pricing model.
Quick example: A 120,000 target over 1,200 hours equals 100 per hour; a 90,000 income target plus 30,000 expenses also requires 120,000 revenue before dividing by hours.
Capacity starts with total time, then separates billable and non-billable hours. Compare required utilization with actual utilization to see whether rate, demand or time allocation must change.
Quick example: 120 of 160 hours equals 75% utilization; a 120,000 target at 100 per hour over 1,800 available hours needs 66.67% utilization.
Estimate projects from hours and rate, then monitor the effective rate after delivery. For retainers, link value to used hours and capacity, and separate scope creep and revisions so time cost remains visible.
Quick example: 80 hours × 100 with 15% contingency equals 9,200; a 9,000 project taking 90 hours equals 100 effective per hour; 15 extra hours × 100 equals 1,500.
Track the journey from lead to proposal to win, then monitor average revenue, concentration and client revenue per hour. This separates sales efficiency from client-portfolio quality and time economics.
Quick example: 10 clients from 50 leads equals 20% conversion; 8 wins from 20 proposals equals 40%; a 40,000 client out of 120,000 revenue equals 33.33% concentration.
Track collection rate, outstanding balance and payment days, then evaluate early discounts or late fees under contract and local rules. Separating payment timing from revenue value helps explain cash flow.
Quick example: Collecting 90,000 of 100,000 equals 90%; paying 4,000 of a 10,000 invoice equals 40%; 100,000 invoiced less 75,000 collected and 5,000 credits leaves 20,000 outstanding.
Start with an annual target, separate recurring retainers from projects, then measure business expenses and pre-tax profit. These layers build an income plan beyond invoice totals.
Quick example: 120,000 annually equals 10,000 monthly; 8 retainers × 5,000 equals 40,000 monthly recurring revenue; 25,000 expenses on 100,000 revenue equals 25%.
Calculate loans, discounts, taxes, and interest with ease.
Calculate sale price, savings and effective discount with an optional extra discount, tax and multiple currencies.
٪Add VAT to a pre-tax amount or extract VAT from a tax-inclusive total, showing net amount, tax and gross total.
¤Calculate monthly payment and total interest, then compare how an extra monthly payment changes payoff time and interest saved, with optional financed fees.
↗Calculate future balance and compound growth with selectable compounding frequency, optional monthly contributions and contribution timing.
⌂Estimate monthly mortgage payment, amount financed and total interest from property price, down payment, rate and term.
ICalculate simple interest and ending amount from principal, annual rate and time in years, months or days.
÷Calculate tip, tax, service charge, grand total and each person’s share with quick tip rates, flexible tip basis and rounding options.
↕%Calculate profit, margin, markup and the selling price required for an optional target margin.
◈Project savings growth from a starting balance, monthly contributions and an annual compounded rate, with contributions, interest and optional goal gap.
¤/uCalculate price per unit for two products and compare which package or quantity offers the better value.
⛽Estimate trip fuel use and cost from distance, vehicle efficiency and fuel price, with multiple unit formats and cost splitting.
ROICalculate net gain or loss, ROI percentage and return multiple with optional fees and cash income, without confusing ROI with annualized return.
CAGRCalculate compound annual growth rate between a starting and ending value over a period, with total growth, absolute change and value multiple.
BEPCalculate break-even units and revenue from fixed costs, selling price and variable cost, with contribution margin, target profit and margin of safety.
Tax%Add sales tax to a pre-tax amount, remove tax from a tax-inclusive total, or recover the effective rate from subtotal and total.
MU%Find selling price, profit and margin from cost plus markup, reverse markup from a known price, or convert a target margin into a price.
%→¤Calculate sales commission with a flat rate or graduated marginal tiers, optional base pay, tier breakdown and effective commission rate.
¤/hConvert hourly, daily, weekly, monthly and annual pay using your own hours per week, days per week and paid weeks per year assumptions.
↘¤Estimate book depreciation using straight-line or double-declining balance with salvage value, useful life and a selected year.
⚡¤Calculate cost directly from kWh used and electricity price, including optional charges and tax. Or estimate usage from appliance watts and hours.
hפEstimate regular, overtime and double-time pay from your hourly rate and user-supplied multipliers without assuming a local labor rule.
PVDiscount a future lump sum to present value using an annual discount rate, time horizon and chosen compounding frequency, with discount breakdown.
⇣Estimate payoff time and remaining interest from current balance and payment, then compare how an extra monthly principal payment changes time and interest.
EARConvert between nominal annual rate and effective annual rate with periodic or continuous compounding, including periodic rate and annual difference.
DTICalculate housing and total debt-to-income ratios from recurring monthly payments and gross monthly income, without assuming a universal lending threshold.
PMTCalculate present value, future value, or the required level payment for ordinary annuities and annuities due with configurable payment frequency.
NPVCalculate net present value (NPV) by discounting periodic cash flows to present value at a rate per period, with discounted future cash flows and the undiscounted total.
IRRCalculate one or more internal rates of return for periodic cash flows: rates that make NPV equal zero, with warnings for multiple roots or no root in the search range.
↩Calculate simple and discounted payback from an initial investment and periodic cash-flow series, including fractional-period interpolation at the recovery point.
🚗Calculate car-loan monthly payment, financed amount and total interest from vehicle price, down payment, trade-in, term and annual interest rate.
◎Estimate retirement savings at your target age from current balance, monthly contributions and annual return, including an inflation-adjusted value.
↑%Calculate how an inflation rate changes future prices and purchasing power over time, including cumulative inflation and equivalent future cost.
↗Calculate ROAS as a multiple and percentage, contribution after ad spend, and an advertising break-even ratio from your entered margin.
↗Calculate average customer acquisition cost from total acquisition costs and new customers acquired in the same period.
↗Calculate average actual cost per click from campaign spend and clicks using a consistent currency and reporting period.
↗Calculate cost per thousand impressions and average cost per impression from total advertising spend and recorded impressions.
↗Calculate click-through rate and clicks per thousand impressions for reports with compatible definitions and periods.
↗Calculate the share of website sessions that completed your chosen conversion, counting each converted session only once.
↗Calculate average order value by dividing revenue for a selected order set by its count, using a consistent revenue definition.
↗Estimate customer lifetime revenue and contribution using average order value, annual purchase frequency, lifespan and an assumed margin.
↗Calculate customer churn and retention for a starting cohort without adding newly acquired customers to the original denominator.
↗Calculate economic order quantity and relevant ordering and holding costs under a constant-demand, instantaneous-replenishment model.
↗Calculate a reorder point from daily demand, supplier lead time and your selected safety stock, with lead-time demand shown separately.
↗Calculate inventory turnover and implied inventory days from cost of goods sold and average inventory valued at cost for the same period.
↗Calculate the share sold from a defined inventory lot and its unsold units using a fixed lot and reporting period.
↗Estimate weeks and calendar days of coverage from available stock and average weekly demand, excluding future receipts.
↗Calculate weighted unit cost for a stock pool from opening quantity and cost, a new receipt and your selected shared cost.
↗Calculate unit contribution, its percentage and contribution for your selected quantity from selling price and variable cost.
↗Estimate months of cash runway from available cash and monthly cash outflows and inflows, separating cash burn from accounting profit.
↗Calculate operating and cash conversion cycles from your inventory, receivable and payable days, including negative cash cycles.
≍Calculate current ratio and working capital from current assets and current liabilities.
⚡Calculate quick ratio from cash, short-term investments and receivables against current liabilities without relying on inventory.
¤Calculate net working capital as the difference between current assets and current liabilities.
⇄Calculate total debt relative to shareholders’ equity as a multiple and percentage.
×Calculate how many times EBIT covers interest expense and the earnings cushion after interest.
DSCalculate DSCR from income available for debt service and total debt-service payments for the same period.
ROACalculate return on average assets from net income and average total assets.
ROECalculate return on average equity from net income and average shareholders’ equity.
↻Calculate revenue generated per unit of average total assets.
Δ%Calculate absolute change and percentage revenue growth or decline between two comparable periods.
OERCalculate operating expenses as a percentage of revenue for the same period.
−%Calculate the difference between book inventory and physical count plus shrinkage percentage against book inventory.
GMCalculate gross margin return on inventory investment by dividing gross margin dollars by average inventory cost.
▣Estimate safety stock with the max-minus-average method using daily demand and lead time.
DSOCalculate average collection days from average accounts receivable, net credit sales and period days.
DPOCalculate average payment days from average accounts payable, cost base and period days.
OCFCalculate operating cash flow relative to current liabilities as a cash coverage multiple.
ARCalculate receivables turnover from net credit sales and average receivables, with equivalent collection days.
APCalculate payables turnover from credit purchases or an appropriate cost base and average payables, plus equivalent payment days.
$Calculate cash and cash equivalents relative to current liabilities as a conservative liquidity measure.
↺Calculate the share of starting customers retained through period end after excluding newly acquired customers.
↻%Calculate the percentage of customers who purchased more than once within the defined period or cohort.
🛒Calculate the percentage of created carts that did not become completed purchases.
↩Calculate refunded orders as a percentage of total orders, plus the number of non-refunded orders.
%Calculate capitalization rate from net operating income and property value, before financing effects.
VEstimate an income property's value from NOI and an assumed cap rate.
GYCalculate annual gross rent as a percentage of property value or purchase price.
NYCalculate rental yield after subtracting annual operating expenses from rent.
CFCalculate monthly rental cash flow after operating expenses and debt service.
CoCCalculate annual pre-tax cash flow as a percentage of total cash invested.
GRMCalculate property price relative to annual gross rent as a simple pre-expense multiple.
LTVCalculate loan balance as a percentage of property value and the remaining equity amount.
DYCalculate annual NOI as a percentage of loan balance without using interest rate or loan term.
OccCalculate occupied units as a percentage of total available units.
VacCalculate vacant units as a percentage of total available units.
−$Estimate uncollected rent caused by an assumed vacancy percentage of potential gross rent.
BEEstimate required occupancy to cover operating expenses and debt service from potential gross income.
NOICalculate NOI by subtracting operating expenses from gross operating income.
OERCalculate property operating expenses as a percentage of effective gross operating income.
↑%Calculate monthly, annual and percentage change between old and new rent.
÷dCalculate partial-month rent from monthly rent, days in the month and billable days.
/m²Calculate property price per square meter from total price and area.
R/m²Calculate rent per square meter from total periodic rent and area.
ΔVCalculate absolute and percentage change in property value between two points in time.
CAGRCalculate compound annual growth rate of property value between beginning and ending values over a number of years.
ROICalculate profit or loss and ROI on total acquisition and improvement cost after selling costs.
PMCalculate management fee as a percentage of collected rent and rent remaining after the fee.
MRCalculate a periodic maintenance reserve as a percentage of rent and the amount remaining after reserve.
GPRCalculate annual potential rent if all units are rented at the entered monthly rent.
EGICalculate effective gross income after vacancy and credit loss plus other income.
RCCalculate rent collected as a percentage of rent billed for the period.
EOCalculate actual rental revenue as a percentage of potential gross rent.
DiscCalculate concession value as a percentage of potential rent.
↺$Add cleaning, repairs, marketing and vacancy-day loss to estimate tenant turnover cost.
LCCalculate leasing commission as a percentage of annual rent or the contract base used.
CCEstimate closing costs from an entered percentage of purchase price and total cost before financing.
SCEstimate selling costs as a percentage of sale price and net proceeds before loan payoff or taxes.
DPCalculate down payment amount and remaining financing from property price and entered percentage.
PtsCalculate points cost as a percentage of loan amount; one point equals 1% under this convention.
RefiCalculate months needed to recover refinance costs from expected monthly savings.
TaxCalculate a generic estimate from assessed value and a tax rate you enter; no local tax tables are embedded.
InsEstimate annual insurance cost using a value base and annual percentage you enter.
R/ICalculate monthly rent as a percentage of gross monthly income and income remaining before other expenses.
ΣAdd maintenance, management, taxes, insurance, utilities and other expenses into annual and monthly totals.
HERCalculate total monthly housing expense as a percentage of gross monthly income.
P/ICalculate the monthly mortgage payment alone as a percentage of gross monthly income.
Max$Calculate a target monthly housing budget from gross income and a percentage you choose.
CashAdd down payment, closing costs and prepaid items, then subtract credits or deposits applied at closing.
Eq$Calculate arithmetic property equity by subtracting loan balance from property value.
Eq%Calculate equity as a percentage of current property value.
Net$Calculate sale proceeds after selling costs and mortgage payoff, before taxes or other settlement items.
Home$Add mortgage, taxes, insurance, association fees and maintenance into one monthly ownership cost.
P/RCalculate property price as a multiple of equivalent annual rent.
R↔OCompare monthly rent with entered monthly ownership cost and show the difference and percentage.
MIEstimate annual and monthly mortgage-insurance cost from a loan balance and annual rate you enter.
EscConvert annual property taxes and annual insurance into a combined monthly planning amount.
DepCalculate a rental security deposit from monthly rent and the number of months you enter.
BE/UCalculate average rent required per occupied unit to cover entered monthly costs.
h→yConvert hourly pay to weekly, monthly-equivalent and annual pay using weekly hours and workweeks.
y→hConvert annual salary to an approximate hourly wage using weekly hours and workweeks.
m→yConvert fixed monthly salary to annual total and approximate weekly equivalent.
w→yConvert weekly pay to annual and monthly-equivalent income using workweeks.
d→yConvert daily pay to annual and monthly income using workdays per week and workweeks.
↑$Calculate raise amount and new salary from current salary and raise percentage.
↓$Calculate decrease amount and new salary from current salary and reduction percentage.
R+OTCalculate total pay from regular hours and overtime hours using an entered overtime multiplier.
2×Calculate pay for hours compensated at 2× the base hourly rate.
GrossAdd base pay, overtime, bonuses and commissions to calculate gross pay before deductions.
NetSubtract entered deductions from gross pay for a simple net-pay estimate.
B%Calculate bonus amount as a percentage of base salary for the same period.
B?Calculate what percentage a known bonus amount represents of base salary.
C%Calculate commission from sales amount and commission rate.
B+CAdd base salary to commission calculated from sales.
C?Calculate the commission rate required to reach a target commission amount from known sales.
ShiftCalculate shift differential as an added percentage on base hourly pay for selected hours.
HolCalculate pay for special-day hours using a multiplier you enter.
Eff/hCalculate effective hourly rate from total pay and actual hours worked in the period.
H/yCalculate annual work hours from weekly hours and actual workweeks.
D/yCalculate annual workdays from workdays per week and workweeks.
PTOCalculate accrued leave hours from an accrual rate per worked hour and eligible hours.
PTO$Calculate arithmetic cash value of unused leave hours from hours and hourly rate.
Emp$Estimate employer labor cost by adding a benefits/contributions percentage to base pay.
⛽$Calculate driving fuel cost from distance, consumption and price per litre, plus round-trip distance, tolls and cost per person.
$/100Calculate fuel cost per 100 km and per kilometre from consumption and fuel price.
Tank$Calculate litres needed to fill a tank and the cost from capacity, current fuel and price.
Comm$Calculate monthly commute distance, fuel and cost from one-way distance and commute days.
CommCalculate annual round-trip commute kilometres from one-way distance, days per week and workweeks.
Trip$Add fuel, tolls, parking, lodging, food and other expenses into one road-trip total.
$/PSplit total trip cost evenly across the number of travellers.
P$Calculate monthly and annual parking costs and compare daily rates with a monthly pass to find its break-even day.
km$Calculate distance reimbursement from eligible kilometres and an entered reimbursement rate.
Car/kmAdd fuel, insurance, maintenance, registration and depreciation, then divide by annual distance.
Car$Add insurance, registration, maintenance, parking, depreciation and financing interest into annual and monthly ownership cost.
Dep$Calculate vehicle value loss as an amount and percentage from purchase price and current value.
Dep%Calculate compound annual decline from purchase price to current value over a number of years.
LeaseCalculate excess kilometres and overage fee from annual allowance, lease years and actual distance.
EV$Calculate charging-session cost from energy added in kWh and electricity price per kWh.
EVtripCalculate energy required and trip cost from distance, kWh/100 km consumption and electricity price.
EV↔⛽Compare trip energy cost for a fuel vehicle and an EV using each consumption rate and energy price.
kWh$Calculate appliance energy use and cost from watts, operating hours, days and kWh price.
Month$Convert daily kWh consumption into monthly energy use and cost.
Year$Convert monthly kWh use into annual consumption and estimated annual cost.
StandbyCalculate energy use and cost for devices drawing small standby power.
BillCalculate variable energy charge and a simplified total by adding a fixed fee to kWh use.
$/kWhDerive variable energy price per kWh after subtracting a known fixed fee from the bill.
TOUCalculate peak and off-peak electricity cost plus weighted average price.
Solar$Estimate savings from annual generation, self-consumption rate and electricity price.
Gen$Calculate generator fuel use and cost from litres per hour, runtime and fuel price.
LED$Estimate energy and cost savings when replacing lamps with lower-wattage LEDs.
$/kgCalculate average shipping cost per kg from total shipping cost and chargeable weight.
$/ordCalculate average shipping cost per order from total shipping spend and order count.
Freight/kmCalculate average freight-trip cost per kilometre from total cost and distance.
$/t·kmCalculate tonne-kilometres and cost per tonne-km from load, distance and total cost.
$/stopCalculate average route cost per delivery stop from total route cost and stop count.
Route$Add fuel, tolls, driver, vehicle and other route costs, then divide by completed deliveries.
Fuel%Calculate fuel surcharge and total freight from base freight price and surcharge rate.
WH$Calculate warehouse-space cost from area, monthly cost per square metre and months.
$/unitCalculate average storage cost per unit from period storage cost and average units stored.
$/hCalculate the hourly billing rate required to reach an income target from expected billable hours.
h→YCalculate expected annual billed revenue from hourly rate and annual billable hours.
Util%Calculate billable utilization as billable hours divided by total worked hours for the same period.
Bill hCalculate billable hours required to reach a revenue target at a known hourly rate.
Proj$Calculate a base project fee from estimated hours and hourly rate, then add a percentage contingency.
Proj/hCalculate the effective hourly rate of a fixed-fee project from actual hours worked.
h→dayConvert an hourly billing rate to a day rate using billable hours per day.
day→hConvert a day rate to an equivalent hourly rate using billable hours per day.
Ret/hCalculate the effective hourly rate of a monthly retainer from retainer value and hours used.
Ret hCalculate how many hours can be allocated to a monthly retainer while preserving a target hourly rate.
Exp%Calculate business expenses as a percentage of revenue for the same period and show the amount left before taxes.
ProfitCalculate pre-tax business surplus by subtracting business expenses from revenue and measuring the resulting margin.
Client%Calculate the share of total revenue coming from one specified or largest client.
ARPCCalculate average revenue per client from total revenue and active clients in the same period.
Win%Calculate the percentage of sent proposals that became won projects.
Lead%Calculate the share of leads that became paying clients during the same period.
Paid%Calculate the percentage of invoiced amount collected from total billed amount in the period.
Pay dCalculate average payment days from the sum of payment days across paid invoices.
Early%Calculate early-payment discount amount and final invoice amount from an invoice value and discount rate.
Late$Calculate a simple late fee as a percentage of overdue balance and show the total after the fee.
MRRCalculate monthly recurring revenue from a number of retainers and an average monthly retainer value.
Rev/hCalculate realized revenue per billable hour across a period containing multiple rates or projects.
Rate+Calculate the hourly rate required to cover an income target plus business expenses across expected billable hours.
Need%Calculate the share of work hours that must be billable to hit a revenue target at a known rate and total work hours.
Inv%Calculate the percentage of an invoice already paid and the remaining balance after a partial payment.
A/RCalculate outstanding receivables by subtracting collections and credits from total invoiced amount.
Y→MConvert an annual income target into monthly and weekly planning averages for freelancers or consultants.
Cap$Estimate potential revenue from total work hours, billable utilization and hourly rate.
Non hCalculate non-billable hours and their share of total work hours.
Client/hCalculate realized client revenue per hour from client revenue and hours allocated to that client.
Scope$Calculate the arithmetic cost of extra out-of-scope hours using an internal or contractual hourly rate.
Rev$Calculate the cost of revision time from revision hours and hourly rate.
Choose the tool that matches your calculation. Results based on rates or assumptions are estimates; use official lender or tax information for formal decisions.
No. They are calculation estimates, not lender or government offers.
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