BOS_06Business Operating System™ 4–6 weeks

Resource Planning & Allocation

The full operational cost sheet and resourcing plan needed to actually run the business — every CapEx and OpEx line, every cost center, allocated against real demand.

See full Business Operating System™

Why it matters

Most startups model revenue with care but model operating cost on a napkin. The result: 18-month runways that turn out to be 11. A line-by-line resource plan across manpower, infra, tech, vendors, compliance, and working capital is the difference between a plan and a guess.

Scope covered

Manpower & staffing plan (salaries, statutory, benefits, contractor)

Infrastructure & facilities plan (rent, fit-out, utilities, maintenance)

Technology & tools plan (SaaS, cloud, hardware, IT, cybersecurity)

Vendor & outsourced-services plan (legal, audit, BPO, logistics)

Compliance, legal & regulatory cost plan (statutory, licenses, insurance)

Operations running cost & COGS plan (inventory, logistics, support)

Internal communication & coordination cost plan

Working capital & buffer plan (operational float, contingency)

Cost-center allocation framework (CapEx/OpEx, function/project/geo)

Operational org structure & role-coverage map

How we run it

Our methodology

A senior-led delivery sequence — not a template dump. Each phase is operated with your team, not handed over as a deck.

1
Demand & headcount baseline
Week 1
Validate revenue plan, volume drivers and headcount roadmap with founder + CFO; align on the planning horizon and buffer policy.
2
Manpower & infra plans
Week 1–2
Build the manpower plan (salaries, statutory, benefits, contractor, T&E) and infra plan (rent, fit-out, utilities, warehouse) line-by-line with HR + Admin.
3
Tech, vendor & compliance plans
Week 2–3
SaaS / cloud / hardware stack, vendor and outsourced-services, statutory + licence + insurance costs — each plan owner-tagged and approved.
4
COGS, working capital & cost-centre
Week 3–4
COGS / ops running cost, working-capital and contingency buffer (5–10%); cost-centre allocation framework wired to the chart of accounts.
5
Org coverage & approval matrix
Week 4–5
Operational org and role-coverage map (no overlap, no gap), CapEx/OpEx approval matrix signed by founder + CFO.
6
BvA dashboard live
Week 5–6
Quarterly + monthly resource, utilization and BvA dashboard live; first review run with leadership and tied back to the AOP.

Deliverables

▸Manpower & staffing plan — salaries, variable pay, statutory load (PF / ESI / gratuity / bonus), benefits, recruitment cost, training & L&D, contractor / outsourced manpower, travel & per diems
▸Infrastructure & facilities plan — office / co-working rent, fit-out CapEx, utilities, maintenance, warehouse / fulfilment / lab space
▸Technology & tools plan — SaaS stack, cloud & hosting, licenses, hardware CapEx, IT support & cybersecurity
▸Vendor & outsourced-services plan — legal, audit, CA / CS, payroll, BPO, logistics, AMC contracts
▸Compliance, legal & regulatory cost plan — statutory filings, audit & tax fees, sector licenses, insurance, legal retainers
▸Operations running cost & COGS plan — inventory, logistics, customer support, returns, refunds, rework
▸Internal communication & coordination cost plan
▸Working capital & buffer plan — operational float, AR financing, contingency reserve (5–10%)
▸Cost-center allocation framework — CapEx vs OpEx, function/project/geo mapping, approval matrix
▸Operational org structure & role-coverage map
▸Quarterly + monthly resource, utilization & BvA dashboard