Free Calculators
Four short calculators that turn a sales or training question into a euro figure — computed only from the numbers you enter, in your browser.
Pick a calculator below, enter your own figures, and click Calculate. Each tool does one thing: turn a number you already know into a number worth discussing. Nothing here is compared to an industry benchmark or a “typical” firm — every output is arithmetic on the figures you supply.
The IDD (the “DDA” in France) requires insurance intermediaries to complete a set number of hours of continuing training every year. This calculator shows only what that obligation already costs your organisation in staff time.
How many people on your team must complete the annual IDD/DDA hours.
Fully loaded cost of an adviser’s time per hour: salary, charges and overhead.
The IDD sets 15 hours a year; edit this if your own obligation is different.
Total Annual Hours
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Total Annual Cost Of The Obligation
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This is money your organisation is already required to spend on training hours — the question is what you get for it. It does not mean any specific programme, including ours, satisfies the IDD/DDA obligation; eligibility must be verified case by case.
Every qualified meeting that does not close is either lost outright or represents a fraction of a percentage point your team could still capture. This calculator puts a euro figure on both.
Number of qualified client meetings your team runs in a year.
Share of qualified meetings that end in a signed client.
Revenue you generate, on average, from one signed client.
Clients Signed
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Clients Lost
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Value Of Unsigned Meetings, Per Year
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Value Of One Extra Point Of Closing Rate
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These figures are a mechanical consequence of the numbers you entered above, not a forecast. They are not benchmarked against industry data.
A newly hired adviser is paid in full from day one but rarely productive in full from day one. This calculator prices the gap between the two, using only your own figures.
How many new advisers you bring on in a typical year.
How long, on average, before a new adviser reaches full output.
Salary, charges and overhead for one adviser, per month.
Estimated output of a ramping adviser versus a fully productive one.
Cost Of Unproductive Time, Per Adviser
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Total Annual Cost, All New Hires
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Value Of Shortening The Ramp By One Month
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This is not a guarantee that ramp-up can be shortened — it shows what one month less would be worth on your own figures.
Enter your own raw counts for one period. This calculator shows the conversion rate at each stage, the drop-off, and which of your own stages is weakest — compared only to your other stages, never to an external figure.
Total prospects contacted in the period.
How many of those contacts turned into a meeting.
How many meetings led to a formal proposal.
How many proposals were signed.
Contacts → Meetings
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Meetings → Proposals
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Proposals → Contracts
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Overall: Contacts → Contracts
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Weakest Stage (Your Own Numbers)
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The weakest stage is identified only by comparing your own stages against each other — never against an industry average.
Frequently Asked Questions
We multiply the number of advisers you enter by the number of hours required per adviser (15 hours per year under the IDD/DDA, or the figure you enter) to get total annual hours. We then multiply total hours by the average loaded hourly cost of an adviser you enter, to get the total annual cost. This shows what the training-hour obligation already costs in staff time — it does not mean that any specific training programme, including ours, automatically satisfies or discharges that obligation. Eligibility of a given programme against the regulatory requirement must always be verified case by case.
Clients signed is your qualified meetings multiplied by your closing rate. Clients lost is the remaining meetings. The euro value of unsigned meetings multiplies clients lost by your average revenue per signed client. The value of one extra point of closing rate is your qualified meetings multiplied by one percentage point (1%) and by your average revenue per client — the additional revenue you would keep if your closing rate rose by exactly one point, with every other figure unchanged. It is a mechanical consequence of the numbers you entered, not a prediction that your closing rate will actually rise.
We take the fully loaded monthly cost of an adviser, multiply it by the months until full productivity, and multiply that by the unproductive share of that period (100% minus the productivity percentage you enter). That gives the cost of the unproductive portion of the ramp per adviser; multiplying by the number of new hires gives the annual figure. The ‘value of shortening the ramp by one month’ is simply that same unproductive monthly cost, multiplied across all the advisers you hire in a year — it shows what one month less of ramp-up would be worth on your own figures, not a guarantee that ramp-up can be shortened.
We calculate three conversion rates from the counts you enter: contacts to meetings, meetings to proposals, and proposals to contracts, plus the overall contacts-to-contracts rate. The ‘weakest stage’ is simply whichever of the three stage-to-stage rates is lowest among your own numbers — it is not compared to any external benchmark, industry average or target, because no such reference is used anywhere on this page.