> Not sure if I would consider it as essential though, because I can always take over and do it all myself. But I'm not planning to do it all myself. Well, for

> Not sure if I would consider it as essential though, because I can always take over and do it all myself. But I'm not planning to do it all myself. Well, for starters, you should be putting a value on your time if you're doing work. At least the work to support the product should be tracked and valued. And for all the work that you and the freelancer are doing, you should be splitting it into COGS vs. R&D. The problem comes if you're doing a bunch of support work that you're not accounting for. Then you go to sell the business and it turns out that it takes a whole FTE to support the product. You're talking about $300k/year in unaccounted costs that you'd need to account for if you were to ever stop doing all the support (either because you become full-time CEO or you sell the business). It's also easy to fool yourself into thinking you have a real business if you don't account for your own time. It's easy to just create a job for yourself and not actually create a business. > Would a list/graph of recurring costs be sufficient? Yeah, I think you need to take all your costs and all your revenue and bucket them as one-time vs. recurring (or COGS vs. R&D, whatever you want to call it). This is the kind of thing anyone is going to want when they're valuing a SaaS business.