Wealth simulation · F5 minimal
Tech unicorn founder
New money · high spending, happy to pay for experience and status, defensively positioned.
A fictional character, not any real person; the asset mix is illustrative, not real holdings.
Start here: look at the assets and the yearly bill first, then try adding one item to the cart and watch the burden rate change.
How to play →Asset mix
- Company equity 77.5%
- Cash / bonds / property 22.5%
What it costs to hold for a year
A price tag is one-off. These bills arrive every year.
- Single-family estate (property tax + upkeep) Housing
- $120,000 Source
- Private jet (full annual operating cost) Transport
- $1,000,000 Source
- Luxury car (sports car or large SUV, steep depreciation) Transport
- $17,000 Source
- Large buffer (household staff, driver, collections, security) Discretionary buffer
- $120,000 Source
- Concierge medicine / longevity / global care Insurance & medical
- $30,000 Source
- Fine dining, business banquets, private chef Food & daily life
- $30,000 Source
- Total (per year)
- $1,317,000
This is a static display of the annual holding cost: figures come from a catalog calibrated to public sources (the extreme wealth tiers are published industry estimates). They are not any real person’s holdings, and they are neither investment advice nor a real quote. The asset mix is illustrative and enters no calculation.
Bill day
In-game timeline: a scenario opens with this year’s bills, one flip per year. This year you added a superyacht to this life.
Burden rate = yearly bill ÷ cashflow; past 100% the cashflow breaks (red).
Break warning · burden rate 399%
This year’s holding costs exceed the cashflow: sell assets (at a 75% discount) or earn more.
Annual holding cost $6,717,000 ÷ disposable cashflow $1,683,000 (= after-tax income $3,000,000 − last year’s $1,317,000, illustrative)
What breaking costs: selling the most expensive item (Superyacht owned (full annual operating cost)) returns only $4,050,000 at 75% of price - assets do not liquidate at face value.
- Concierge medicine / longevity / global care $30,000/yrInsurance & medical · ≈ $2,500/mo Source
- Fine dining, business banquets, private chef $30,000/yrFood & daily life · ≈ $2,500/mo Source
- Luxury car (sports car or large SUV, steep depreciation) $17,000/yrTransport · ≈ $1,417/mo Source
Fill in 4 numbers and these bills become "how many months of my salary".Enter them →
Life in fast-forward: 30 years on these numbers
Income and annual cost stay at current levels, year after year. Cumulative surplus below. Pure arithmetic: no income changes, no inflation, no taxes - and no promises about the future.
- Year 10 · cumulative deficit - the cashflow broke long ago $37,170,000
- Year 20 · cumulative deficit - the cashflow broke long ago $74,340,000
- Year 30 · cumulative deficit - the cashflow broke long ago $111,510,000
Black swan: the year income halves
Assume income halves one year (crisis, lawsuit, settlement - we do not predict which). Everything else stays put, and the burden rate is recomputed instantly:
Burden rate jumps from 399% to 3670% Negative cashflow: this year the bills cannot be paid - assets must be sold (at 75%).
The price of privilege
Being treated specially by the world has a price tag too. A private scene, not social display; amounts come from sourced catalog items:
The hidden costs: a calendar full of obligations and no privacy - no price tag, but billed every year.
The operator channel: leverage / an acquisition
The fun of decision-making is control; the cost is cashflow. The multiples and the rate below are teaching illustrations, not any institution’s real terms - and not advice:
Add leverage
Borrow $3,366,000 (= disposable cashflow × 2) at $168,300 a year (5%, illustrative) - your next yearly bill becomes $6,885,300 with a burden rate of 409%.
Cashflow is already broken: there is no headroom for leverage.
Acquisition talks
The target earns $3,000,000 a year (illustrative, per the card) and is valued at $18,000,000 (× 6). A fully-leveraged buyout costs $900,000 in annual interest - the new bill is $7,617,000, burden rate 453%.
Cashflow is already broken: no acquisition talks.
Arithmetic teaching about simulated decisions: the multiples and rate are illustrative assumptions; this is not investment, lending or M&A advice.
The story channel: three random-event cards
A life is not all smooth sailing. What happens if these events land? The parameters are teaching illustrations, not predictions:
-
Lawsuit
burden rate 798%A one-off settlement = 0.5 × yearly cashflow: half the cash is gone in one hit, and the burden rate jumps to 798% that year.
Negative cashflow: that year assets must be sold (at 75%) or income raised.
-
Market crisis
burden rate 858%Equity income shrinks 30%: cashflow falls to $783,000 and the burden rate becomes 858% - can the bills still be paid?
Negative cashflow: that year assets must be sold (at 75%) or income raised.
-
Family split
burden rate 798%Disposable cashflow halves for good: the burden rate doubles to 798% - holding costs do not halve with the split.
Negative cashflow: that year assets must be sold (at 75%) or income raised.
The exchange-rate time machine
For cross-currency assets, the exchange rate quietly rewrites their value every year. Pick a historical date and see what the same money was worth then and today:
Historical rates come from Frankfurter (ECB reference rates) and are for education only - not exchange-rate advice.