What is your newsletter's busywork costing you?

Enter your own numbers to see how many hours production takes each year, how much of that a system could free up, and how much sponsor inventory goes unsold. Every formula is shown. Nothing is hidden.

Production

How many issues you send in a typical week.

hrs

Everything from research and writing to formatting and sending, across everyone involved.

Your estimate of the repetitive work (sourcing, formatting, scheduling, chasing) that software could do. A workflow audit measures this properly.

$

Optional. Use a blended hourly cost for the people involved.

Sponsorships

Placements you could sell in each issue.

$

What you charge, or would charge, for one placement.

Roughly how many of your available slots are sold.

The starting values are examples. Replace them with your own.

Production time
Hours on production per year 0
Hours a system could free up per year 0
That is, per week 0
Value of that time 0
Sponsor inventory
Sponsor slots available per year 0
Slots going unsold per year 0
Unsold inventory at your price 0

These are estimates from your inputs, not promises. Unsold inventory is a ceiling, not a forecast: it shows what is on the table if more slots sold.

Send these numbers with my inquiry Get them measured in a workflow audit
How to read this

Two numbers worth acting on.

Hours freed is time your team gets back for writing, reporting and selling. Most publishers do not want fewer people; they want the same people doing work that only they can do.

Unsold inventory is revenue your audience could already support. Outreach that keeps your pipeline full and a booking flow that removes friction are usually the fastest ways to close the gap.

See how we approach both in operations and monetization.