This guide provides a budgeting method. The examples are illustrative and are not SuperBluOrange tariffs or a forecast of business performance.
Separate four kinds of money requirement
| Category | Examples to investigate | Treatment in the plan |
|---|---|---|
| One-off costs | Implementation, professional work, assessment and migration | Record payment dates and any staged or non-refundable amounts |
| Fixed recurring commitments | Staff, hosting, minimum service fees and retained advisors | Include the period before and after launch |
| Variable charges | Contractual revenue share, processing and usage-based services | Apply the actual base and any minimum or deduction rules |
| Cash tied up | Deposits, reserves and required operational liquidity | Record withholding and release conditions separately from expenses |
Avoid counting a minimum fee twice when it is credited against a variable charge. Conversely, do not treat an additional minimum as a credit merely because the offer uses similar wording.
Build the monthly cash movement
- Start with opening available cash.
- Add funds actually expected to become available during the month.
- Subtract scheduled payments and new amounts withheld or committed.
- Add only reserve releases supported by the assumed contract and timing.
The result becomes the next month's opening position.
Keep deposits and player funds distinct from business revenue and available operating cash. The precise accounting and safeguarding treatment needs to match the operator's arrangements and professional advice.
For a simplified illustration, suppose a project has €200,000 of available funding, €80,000 of initial outlays and €20,000 of monthly outflows before launch, with no inflows. After three months, €60,000 remains. A further two-month delay consumes another €40,000 under those assumptions. The arithmetic identifies a dependency on timing; it does not describe a complete casino budget.
Compare proposals over the same scenario
Use the same period, currency assumptions, revenue base and activity profile. Include the work one provider includes and another leaves with the operator. A lower technology charge can move cost into staff, suppliers or transition work.
For revenue share, define GGR or NGR as the contract uses it, including deductions and negative-period treatment. For payments, separate processed value, fees, refunds, disputes and reserves. Do not compare a percentage of one base with a percentage of another as though the rates were equivalent.
Test the assumptions that can exhaust the runway
Run a delayed-approval case, a slower activity ramp and a higher-cost case. Identify which fixed commitments begin before revenue and which can be deferred. Include release or termination charges when changing the plan.
Check whether available funding covers the selected scenario and its downside, beyond the headline setup fee. Keep uncertain inputs labeled and replace them with quotes or applicable professional advice as the project develops.
Discuss the launch scope with SuperBluOrange using this cost inventory. Keep the operating-model comparison beside the cash plan so the responsibilities and their costs remain aligned.