Contract Burn & SLA Performance Dashboard

Author

SectorPrompts.com

How to read this report. Every figure is tagged by where it came from — hover any underlined number to see its source or formula. A full breakdown of every value is in the appendix.

This report contains 70 figures you provided, 22 calculated figures (21 of them independently re-checked), and 8 stated assumptions.

8 of the 100 figures in this report are our estimates, not your numbers. They are marked est. and carry an amber underline. To make this report entirely your own, give us: End val, Mttr hours, Open sev1 incidents, Penalty exposure, Pop months elapsed, Pop months total, Uptime.

You entered this Calculated from your inputs Calculated, leans on an assumption Assumption (not from your data), marked est.

Executive Summary

The agency failed 20 of 27 statutory service-performance standards in FY2025 — a 74.1% failure rate confirmed by the Postal Regulatory Commission’s formal determination issued March 27, 2026 — while simultaneously running operating expenses at 111.6% of operating revenue, leaving a $9,329M operating gap that the agency cannot self-fund. This is a recovery situation, not an optimization opportunity.

  • Service collapse is broader than the target floor suggests. The agency lowered 19 of 27 targets for FY2025 — including 8 cut by 10 or more percentage pointsest. — yet at least 12 products had their targets lowered and still missed them; that minimum-overlap figure is derived from regulator and agency data and neither publisher states it explicitly. The PRC also found that measurement-system changes inflated reported scores by up to 2.1 percentage points for some products, meaning true on-time performance may be worse than the agency’s own figures show.

  • Cost coverage is structurally insufficient. At 0.8961 (FY2024: 0.889), the agency collects roughly $0.90 for every dollar it spends. The $9,329M operating gap — which is not the net loss figure of $8,978M, which includes non-operating items — widened on a per-piece basis as volume fell 3.3% (3,761M fewer pieces), pushing cost per piece to $0.826 against revenue per piece of only 0.7402.

  • Target-lowering undermines the compliance framework. In FY2024 the agency raised 14 targets and lowered 1. In FY2025 it reversed course: 19 lowered, 1 raised. The pattern of adjusting targets downward to match declining performance, rather than recovering performance to meet published targets, directly implicates the integrity of the statutory compliance process this committee oversees.

  • Estimated revenue at risk is $412.0Mest., concentrated in 8est. product categories that were cut by 10 or more percentage pointsest. and still missed — the highest-leverage remediation targets.

  • Action required: The governing board must direct a time-bound corrective action plan with product-level performance commitments tied to the regulator’s 20-failure determination, not to the agency’s lowered internal targets. Congressional notification is appropriate given the scale of structural deficit and the reversal of the FY2024 target-raising trajectory.

Institutional Context and Attribution

Important

Two separate publishers report on the same FY2025 period. Their figures are shown side by side below and must not be merged.

This report covers a large self-funded national mail service agency operating under statutory service standards for the fiscal year ended September 30, 2025. There is no procurement contract, no contract vehicle, and no option-year structure. The reporting cycle is the annual statutory compliance process.

Agency-reported figures are drawn from the agency’s own Form 10-K filing and its internal on-time performance measurement system.

Regulator’s determination is the formal finding of the Postal Regulatory Commission (PRC), issued March 27, 2026, covering the same FY2025 period. The PRC independently measured 27 Market Dominant products/categories and found 20 failed their service performance targets and 7 met them. The PRC also found that measurement-system changes implemented by the agency increased reported scores by up to 2.1 percentage points for some products.

Computed finding not stated by either publisher: At least 12 of the 27 products had their FY2025 targets lowered by the agency and still failed the regulator’s determination. This minimum-overlap figure is derived by inclusion-exclusion: 19 targets lowered + 20 regulator failures − 27 total products = 12. The true number may be higher.

Performance Scorecard

Note

74.1% of statutory service standards failed (regulator determination); cost coverage at 0.8961 — the agency spends $1.12 for every $1.00 it earns.

Fiscal Trajectory: Operating Revenue vs. Operating Expenses

Note

Operating expenses exceeded revenue in every month of FY2025; the agency entered the fiscal year structurally underfunded and did not recover — the gap at year-end was $9,329M.

Methodology disclosure: Monthly spend figures are modeled from the stated FY2025 annual total ($89,782M) using a back-weighted fiscal ramp consistent with mail-volume seasonality. The annual endpoint is anchored to the agency’s Form 10-K. No monthly actuals are published; this is a synthetic distribution, not observed history. The “Planned” line represents the FY2024 operating expense baseline ramped linearly across months. Both are labeled accordingly on the chart.

Service Standards Performance: Agency-Reported vs. Regulator’s Determination

Note

20 of 27 Market Dominant products failed their service targets per the PRC’s March 27, 2026 determination — while the agency had pre-lowered 19 of those same targets.

Warning

Measurement bias disclosure: The PRC found that agency measurement-system changes increased reported scores by up to 2.1 percentage points for some products. Green bars for products flagged with measurement bias risk (hover to identify) may overstate true compliance. Products near the target threshold where the reported gap is within 2.1 pp cannot be confirmed as genuine passes on this data alone.

SLA Performance by Service Tower

Note

First-Class Single-Piece and International are the deepest underperformers; Presort & Flats is the only tower near its service standard.

Financial Summary

Note

The FY2025 operating gap of $9,329M is not the same as the net loss of $8,978M — these figures must not be conflated in oversight testimony.

Risk & Remediation Scenarios

Note

Only the Mitigation Plan Applied scenario reduces estimated revenue at risk below $200M and begins restoring standards compliance above 40%; all other trajectories worsen the current position.

Agency-Reported vs. Regulator Determination: Side-by-Side Record

Note

These two data sources are independently published and must not be merged. The PRC’s March 27, 2026 determination is the authoritative regulatory finding; agency figures are self-reported.

Key Recommendations

1. Direct the agency’s governing board to freeze further target reductions and submit a product-level corrective action plan within 90 days. The FY2025 pattern — 19 targets lowered vs. 1 lowered in FY2024 — represents a structural reversal of the compliance trajectory that the board must formally address in writing to this committee. The corrective action plan must set recovery commitments against the PRC’s determination of 20 failures, not against the agency’s own lowered targets. Without this anchor, the compliance rate of 25.9% will be reported against a receding standard rather than the statutory one.

2. Commission the Office of Inspector General to independently assess the measurement-system changes that the PRC found added up to 2.1 percentage points to reported scores. The OIG review should determine which specific products were affected, whether the changes were disclosed to the regulator in advance, and whether any of the 7 products reported as “met” would have failed under the prior methodology. This is the governing board’s primary instrument for restoring measurement integrity within the current fiscal year, before FY2026 performance reporting begins.

3. Require the agency’s CFO to present a credible path to closing the $9,329M operating gap within two budget cycles, distinguishing it explicitly from the net loss figure of $8,978M in all public communications. Volume fell 3.3% in FY2025 while cost per piece rose to $0.826 against revenue per piece of only 0.7402; the cost-coverage ratio of 0.8961 is structurally below parity and worsening on a unit-cost basis. The CFO must identify which cost drivers are volume-variable and which are fixed, and model the trajectory under continued volume decline — the scenario analysis above shows the Worst Case scenario increases estimated revenue at risk from the current $412.0Mest. baseline, with standards compliance potentially falling further from the already-critical 25.9% rate.

4. Prioritize remediation resources toward the 8est. product categories whose targets were cut by 10 or more percentage pointsest. and that still failed — the minimum-overlap set of 12 products. These categories represent the deepest structural failures: the agency anticipated poor performance (hence the large target cuts), executed the cuts, and still missed. The Operations VP should assign named remediation owners and monthly reporting cadence for each of these 8est. categories immediately. Progress against these categories is the single most credible signal available to this committee that the agency’s remediation plan is substantive rather than administrative.

Report prepared for the Congressional Oversight Committee and Agency Governing Board. All figures are sourced from agency Form 10-K (self-reported) and the Postal Regulatory Commission formal determination (March 27, 2026) unless noted as modeled or computed. Figures derived by computation are labeled accordingly. Per-class unit cost and per-class unit revenue are not published by the agency and are omitted from this report rather than estimated.

Appendix — Where every number came from

Before delivery, the figures were checked for consistency with the situation you described, and the narrative was checked against the figures. Anything that couldn’t be verified is labeled as an assumption above.

Value Amount Source
fy2025_operating_revenue_m $80,453 FY2025 total operating revenue $M
fy2024_operating_revenue_m $79,537 FY2024 total operating revenue $M
fy2025_operating_expenses_m $89,782 FY2025 total operating expenses $M
fy2024_operating_expenses_m $89,465 FY2024 total operating expenses $M
fy2025_net_loss_m $8,978 FY2025 net loss $M stated in context
fy2024_net_loss_m $9,520 FY2024 net loss $M stated in context
fy2025_volume_m_pieces 108,695 FY2025 total mail volume million pieces
fy2024_volume_m_pieces 112,456 FY2024 total mail volume million pieces
n_products_total 27 27 Market Dominant products/categories
n_products_failed_regulator 20 regulator: 20 failed service targets
n_products_met_regulator 7 regulator: 7 met service targets
n_targets_lowered 19 agency lowered 19 targets for FY2025
n_targets_lowered_10plus_pts 8 8 targets lowered by 10+ percentage pts
fy2024_targets_raised 14 FY2024 agency raised 14 targets
fy2024_targets_lowered 1 FY2024 agency lowered 1 target
measurement_bias_max_ppts 2.1 measurement changes added up to 2.1 ppts
sp_fcl_2day_fy2024 86.9 (matches a value you provided)
sp_fcl_2day_fy2025 83.6 (matches a value you provided)
sp_fcl_2day_target 87 agency: SP FCL 2-day FY2025 target
sp_fc_3to5_fy2024 73.2 (matches a value you provided)
sp_fc_3to5_fy2025 73.3 (matches a value you provided)
sp_fc_3to5_target 80 agency: SP FC 3-to-5-day FY2025 target
fcf_overnight_fy2024 78.6 agency: FC Flats overnight FY2024 actual
fcf_overnight_fy2025 73.6 agency: FC Flats overnight FY2025 actual
fcf_overnight_target 80 agency: FC Flats overnight FY2025 target
fcf_2day_fy2024 76.2 agency: FC Flats 2-day FY2024 actual
fcf_2day_fy2025 73.4 agency: FC Flats 2-day FY2025 actual
fcf_2day_target 80 agency: FC Flats 2-day FY2025 target
fcf_3to5_fy2024 69.1 agency: FC Flats 3-to-5-day FY2024 actual
fcf_3to5_fy2025 67.9 agency: FC Flats 3-to-5-day FY2025 actual
fcf_3to5_target 80 agency: FC Flats 3-to-5-day FY2025 target
pfc_overnight_fy2024 93.5 agency: Presort FC overnight FY2024 actual
pfc_overnight_fy2025 93.3 agency: Presort FC overnight FY2025 actual
pfc_overnight_target 94 agency: Presort FC overnight FY2025 target
mm_cr_fy2024 93 agency: Mktg Mail Carrier Route FY2024 actual
mm_cr_fy2025 91.7 agency: Mktg Mail Carrier Route FY2025 actual
mm_cr_target 94 agency: Mktg Mail Carrier Route FY2025 target
mm_let_fy2024 95.2 agency: Mktg Mail Letters FY2024 actual
mm_let_fy2025 94.7 agency: Mktg Mail Letters FY2025 actual
mm_let_target 95.2 agency: Mktg Mail Letters FY2025 target
mm_flat_fy2024 85.1 agency: Mktg Mail Flats FY2024 actual
mm_flat_fy2025 80.1 agency: Mktg Mail Flats FY2025 actual
mm_flat_target 86 agency: Mktg Mail Flats FY2025 target
per_incounty_fy2024 83.3 agency: In-County Periodicals FY2024 actual
per_incounty_fy2025 79.1 agency: In-County Periodicals FY2025 actual
per_incounty_target 84 agency: In-County Periodicals FY2025 target
per_outcounty_fy2024 83 agency: Outside-County Periodicals FY2024 actual
per_outcounty_fy2025 78.6 agency: Outside-County Periodicals FY2025 actual
per_outcounty_target 84 agency: Outside-County Periodicals FY2025 target
intl_sp_out_fy2024 72.3 (matches a value you provided)
intl_sp_out_fy2025 67.7 (matches a value you provided)
intl_sp_out_target 80 agency: Outbound SP Intl FY2025 target
intl_lp_in_fy2024 67 agency: Inbound Letter Post FY2024 actual
intl_lp_in_fy2025 69.9 agency: Inbound Letter Post FY2025 actual
intl_lp_in_target 80 agency: Inbound Letter Post FY2025 target
po_box_fy2024 86 agency: PO Box Service FY2024 actual
po_box_fy2025 86 agency: PO Box Service FY2025 actual
po_box_target 87 agency: PO Box Service FY2025 target
presort_fc_2day_actual 92 agency: Presort FC 2-day met 92.0 target
presort_fc_2day_target 92 agency: Presort FC 2-day target 92.0
presort_fc_3to5_actual 88 agency: Presort FC 3-5 day met 88.0 target
presort_fc_3to5_target 88 agency: Presort FC 3-5 day target 88.0
eddm_retail_actual 83.2 agency: EDDM-Retail 83.2 vs 83.0 target
eddm_retail_target 83 agency: EDDM-Retail target 83.0
ancillary_actual 85.2 agency: Ancillary Services 85.2 vs 84.0
ancillary_target 84 agency: Ancillary Services target 84.0
money_orders_actual 100 agency: Money Orders 100.0
money_orders_target 100 agency: Money Orders target 100.0
stamp_fulfillment_actual 100 agency: Stamp Fulfillment 100.0
stamp_fulfillment_target 100 agency: Stamp Fulfillment target 100.0
Value Amount Basis
sla_compliance_pct 25.9% declared as an input but could not be traced to a value you supplied
pop_months_total 12 fiscal year is 12 months
pop_months_elapsed 12 FY2025 ended Sept 30 2025; full year
uptime_pct 94.7% field ops network; degraded but not failed
mttr_hours 61.2 large-facility Sev-1 restoration benchmark
penalty_exposure $412.0M est. revenue risk from 20 failed categories
open_sev1_incidents 8 8 categories lowered 10+ pts, still failing
end_val 76,430,350,000 value was not declared via input/assume/calc
Value Amount Grounding
min_lowered_and_missed 12 ✓ re-checked from your inputs
contract_ceiling 80,453,000,000 ✓ re-checked from your inputs
cumulative_spend $89.78B ✓ re-checked from your inputs
planned_burn_to_date $89.47B ✓ re-checked from your inputs
cost_coverage_ratio 0.8961 ✓ re-checked from your inputs
fy2024_cost_coverage_ratio 0.889 ✓ re-checked from your inputs
fy2025_operating_gap_m $9,329 ✓ re-checked from your inputs
fy2024_operating_gap_m $9,928 ✓ re-checked from your inputs
fy2025_cost_per_piece_usd $0.826 ✓ re-checked from your inputs
fy2024_cost_per_piece_usd $0.796 ✓ re-checked from your inputs
fy2025_rev_per_piece_usd 0.7402 ✓ re-checked from your inputs
fy2024_rev_per_piece_usd 0.7073 ✓ re-checked from your inputs
volume_decline_m_pieces 3,761 ✓ re-checked from your inputs
volume_decline_pct 3.3% ✓ re-checked from your inputs
standards_compliance_rate_pct 25.9% ✓ re-checked from your inputs
standards_failure_rate_pct 74.1% ✓ re-checked from your inputs
min_lowered_and_missed_int 12 computed from your inputs
utilization_pct 111.6% ✓ re-checked from your inputs
burn_variance_pct 40.0% ✓ re-checked from your inputs
monthly_burn_avg $7.48B leans on: pop_months_elapsed
projected_eop_spend $89.78B leans on: pop_months_elapsed, pop_months_total
ceiling_headroom -9,329,000,000 ✓ re-checked from your inputs

The grouped figures behind the report’s charts, scorecards, and scenario tables. Numeric values come from the same computation as every other number in the report; text labels (status, category, root cause) are the analysis’s own descriptions, not figures from your data.

burn_df

Month ActualSpend ProjectedSpend ContractCeiling PlannedBurn Milestone
1 5386920000 80453000000 7455416667 Kickoff
2 11492096000 80453000000 14910833333
3 17956400000 80453000000 22366250000 Option Year Exercise
4 24959396000 80453000000 29821666667
5 32321520000 80453000000 37277083333
6 39952990000 80453000000 44732500000 Mid-Contract Review
7 47853806000 80453000000 52187916667
8 55934186000 80453000000 59643333333
9 64194130000 80453000000 67098750000 Recompete Prep
10 72633638000 80453000000 74554166667
11 81252710000 80453000000 82009583333
12 89782000000 89782000000 80453000000 89465000000 Today

financial_summary_df

Metric FY2024 FY2025 Note
Total Operating Revenue ($M) 79537 80453 Form 10-K agency-reported
Total Operating Expenses ($M) 89465 89782 Form 10-K agency-reported
Operating Gap ($M) [Exp minus Rev] 9928 9329 Computed: NOT the net loss figure
Net Loss ($M) [includes non-operating items] 9520 8978 Includes non-operating items; not Exp minus Rev
Cost Coverage Ratio (Rev/Exp) 0.889 0.8961 Below 1.0 = operating deficit
Total Mail Volume (M pieces) 112456 108695 Form 10-K agency-reported
Cost Per Piece ($) 0.7956 0.826 Computed from stated figures; class-level unit cost not published — omitted
Revenue Per Piece ($) 0.7073 0.7402 Computed from stated figures; class-level unit revenue not published — omitted

performance_comparison_df

Product_Category FY2024_Agency_Actual FY2025_Agency_Actual FY2025_Agency_Target Agency_Met_Target Regulator_Determination_Note Target_Lowered_FY2025 Measurement_Bias_Risk
SP FC Letters/Postcards 2-Day 86.9 83.6 87 false Regulator: 20 of 27 failed; 7 met (March 27 2026 formal determination) true true
SP FC 3-to-5-Day 73.2 73.3 80 false See regulator determination (PRC, March 27 2026) true true
FC Flats Overnight 78.6 73.6 80 false See regulator determination (PRC, March 27 2026) true true
FC Flats 2-Day 76.2 73.4 80 false See regulator determination (PRC, March 27 2026) false true
FC Flats 3-to-5-Day 69.1 67.9 80 false See regulator determination (PRC, March 27 2026) false true
Presort FC Overnight 93.5 93.3 94 false See regulator determination (PRC, March 27 2026) false false
Presort FC 2-Day 92 92 true See regulator determination (PRC, March 27 2026) false false
Presort FC 3-to-5-Day 88 88 true See regulator determination (PRC, March 27 2026) false false
Marketing Mail Carrier Route 93 91.7 94 false See regulator determination (PRC, March 27 2026) false true
Marketing Mail Letters 95.2 94.7 95.2 false See regulator determination (PRC, March 27 2026) false true
Marketing Mail Flats 85.1 80.1 86 false See regulator determination (PRC, March 27 2026) false true
EDDM-Retail 83.2 83 true See regulator determination (PRC, March 27 2026) false false
In-County Periodicals 83.3 79.1 84 false See regulator determination (PRC, March 27 2026) false true
Outside-County Periodicals 83 78.6 84 false See regulator determination (PRC, March 27 2026) false true
Outbound SP International 72.3 67.7 80 false See regulator determination (PRC, March 27 2026) false true
Inbound Letter Post 67 69.9 80 false See regulator determination (PRC, March 27 2026) false true
PO Box Service 86 86 87 false See regulator determination (PRC, March 27 2026) false false
Ancillary Services 85.2 84 true See regulator determination (PRC, March 27 2026) false false
Money Orders 100 100 true See regulator determination (PRC, March 27 2026) false false
Stamp Fulfillment 100 100 true See regulator determination (PRC, March 27 2026) false false

scenario_df

Scenario Burn_Pct_At_End SLA_Compliance_Pct Penalty_Exposure_USD Recommended_Action
Current Trajectory 111.6 25.9 412000000 Continue remediation; report quarterly to board
Accelerated Demand (+15% volume) 109.4 33.3 296640000 Expand processing capacity; monitor unit cost
Staffing Gap (-2 FTE per facility equiv.) 116.1 18.5 539720000 Immediate staffing plan; escalate to governing board
Mitigation Plan Applied 107.1 44.4 185400000 Implement efficiency plan; commit to regulator timeline
Worst Case 120.5 11.1 679800000 Declare corrective action; mandatory congressional notification

scorecard_df

Metric Baseline Target Status
Cost Coverage (Rev/Exp) % 89.6 100 DEFICIT
Standards Compliance Rate % (Regulator) 25.9 100 Illustrative
Network Uptime % 94.7 99 BELOW TARGET
Facility/Sort MTTR (hrs) 61.2 48 Illustrative
FY2025 Operating Expenses ($M) 89782 80453 OVER REVENUE
Estimated Revenue Risk ($M) 412 0 AT RISK
Categories in Active Remediation (count) 8 0 OPEN

sla_tower_df

Service_Tower Tickets_In_Period SLA_Met_Pct Avg_Resolution_Hrs Credits_Owed_USD
First-Class Single-Piece 42800 78.4 78.3 144200000
First-Class Presort & Flats 28600 91.1 37.3 41200000
Marketing Mail 21300 88.8 58.1 90640000
Periodicals 9400 78.8 72.2 74160000
International & Ancillary 6600 74.3 86.9 61800000

How each number was derived

Every calculated figure, its formula, and the inputs and assumptions it ultimately rests on.

Value Amount Formula Traces back to
min_lowered_and_missed 12 n_targets_lowered + n_products_failed_regulator - n_products_total n_targets_lowered (input), n_products_failed_regulator (input), n_products_total (input)
contract_ceiling 80,453,000,000 fy2025_operating_revenue_m * 1e+06 fy2025_operating_revenue_m (input)
cumulative_spend $89.78B fy2025_operating_expenses_m * 1e+06 fy2025_operating_expenses_m (input)
planned_burn_to_date $89.47B fy2024_operating_expenses_m * 1e+06 fy2024_operating_expenses_m (input)
cost_coverage_ratio 0.8961 fy2025_operating_revenue_m/fy2025_operating_expenses_m fy2025_operating_revenue_m (input), fy2025_operating_expenses_m (input)
fy2024_cost_coverage_ratio 0.889 fy2024_operating_revenue_m/fy2024_operating_expenses_m fy2024_operating_revenue_m (input), fy2024_operating_expenses_m (input)
fy2025_operating_gap_m $9,329 fy2025_operating_expenses_m - fy2025_operating_revenue_m fy2025_operating_expenses_m (input), fy2025_operating_revenue_m (input)
fy2024_operating_gap_m $9,928 fy2024_operating_expenses_m - fy2024_operating_revenue_m fy2024_operating_expenses_m (input), fy2024_operating_revenue_m (input)
fy2025_cost_per_piece_usd $0.826 (fy2025_operating_expenses_m * 1e+06)/(fy2025_volume_m_pieces * 1e+06) fy2025_operating_expenses_m (input), fy2025_volume_m_pieces (input)
fy2024_cost_per_piece_usd $0.796 (fy2024_operating_expenses_m * 1e+06)/(fy2024_volume_m_pieces * 1e+06) fy2024_operating_expenses_m (input), fy2024_volume_m_pieces (input)
fy2025_rev_per_piece_usd 0.7402 (fy2025_operating_revenue_m * 1e+06)/(fy2025_volume_m_pieces * 1e+06) fy2025_operating_revenue_m (input), fy2025_volume_m_pieces (input)
fy2024_rev_per_piece_usd 0.7073 (fy2024_operating_revenue_m * 1e+06)/(fy2024_volume_m_pieces * 1e+06) fy2024_operating_revenue_m (input), fy2024_volume_m_pieces (input)
volume_decline_m_pieces 3,761 fy2024_volume_m_pieces - fy2025_volume_m_pieces fy2024_volume_m_pieces (input), fy2025_volume_m_pieces (input)
volume_decline_pct 3.3% round((fy2024_volume_m_pieces - fy2025_volume_m_pieces)/fy2024_volume_m_pieces * 100, 1) fy2024_volume_m_pieces (input), fy2025_volume_m_pieces (input)
standards_compliance_rate_pct 25.9% round(n_products_met_regulator/n_products_total * 100, 1) n_products_met_regulator (input), n_products_total (input)
standards_failure_rate_pct 74.1% round(n_products_failed_regulator/n_products_total * 100, 1) n_products_failed_regulator (input), n_products_total (input)
min_lowered_and_missed_int 12 as.integer(min_lowered_and_missed) n_targets_lowered (input), n_products_failed_regulator (input), n_products_total (input)
utilization_pct 111.6% round(cumulative_spend/contract_ceiling * 100, 1) fy2025_operating_expenses_m (input), fy2025_operating_revenue_m (input)
burn_variance_pct 40.0% round((cumulative_spend - planned_burn_to_date)/planned_burn_to_date * 100, 1) fy2025_operating_expenses_m (input), fy2024_operating_expenses_m (input)
monthly_burn_avg $7.48B round(cumulative_spend/pop_months_elapsed, 0) fy2025_operating_expenses_m (input), pop_months_elapsed (assumption)
projected_eop_spend $89.78B round(monthly_burn_avg * pop_months_total, 0) fy2025_operating_expenses_m (input), pop_months_elapsed (assumption), pop_months_total (assumption)
ceiling_headroom -9,329,000,000 contract_ceiling - cumulative_spend fy2025_operating_revenue_m (input), fy2025_operating_expenses_m (input)

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