A BoilerPlate so that you finally ship

TL;DR

Creating green field POCs based on this pattern helped me a lot.

Get the benefits of it, without having to build it from scratch.

Intro

I was thinking to put these in a separated repo to the n ebooks.

But i changed my mind for the sake of simplicity: last thing I created in this direction, is inside the n ebooks post

https://github.com/JAlcocerT/bip-boilerplate-saas

https://github.com/JAlcocerT/boilerplate

Why Creating like a BA

Are you a BA/PM/Product Manager?

Well, before moving forward answer these questions:

• Can you specify goals?
• Can you provide context?
• Can you divide up tasks?
• Can you give feedback?

Wanna ship like an entire dev team?

If you got ideas and now how to manage a project and people, excuses are over.

This is what it will make you ship.

Is curiosity a career liability?

Well…maybe not if you know how to far transfer your learning.

Shipping Features

This is exactly what I did to put together an UI to the Database QnA plug and play analytics around langchain.

How about an example around: Selfservice data analytics?

graph LR
    %% Data Sources (The OLTP side)
    subgraph Operational [OLTP / Production]
        APP_DB[(App Database)]
        CRM([CRM/SaaS])
    end

    %% Ingestion Pipeline
    subgraph Pipeline [ETL / ELT Pipeline]
        ETL[[Extract & Transform]]
    end

    %% Core Architecture (The OLAP side)
    subgraph Architecture [WrenAI Core Engine]
        DL{Data Layer / OLAP}
        SL{Semantic Layer}
        AL{Agentic Layer}
        RL{Representation Layer}
    end

    %% Deliverables
    subgraph Outputs [Output Applications]
        EA[Analytics]
        CI[Conversational AI]
    end

    %% Connections
    Operational --> ETL
    ETL -- "Cleaned/Mirrored Data" --> DL
    DL --> SL
    SL --> AL
    AL --> RL
    RL --> EA
    RL --> CI

    %% Styling
    style ETL fill:#f96,stroke:#333
    style DL fill:#003366,stroke:#fff,color:#fff
    style SL fill:#1e90ff,stroke:#fff,color:#fff

Langchain db query to postgres container and custom bi over it?

Conclusions

It seems we are moving to a state where its more about collecting ideas to make something people wants powered by agents.

The tech talk

We can call this: The Boilerplate brd prd frd tech talk.

The idea os to show non tech business users couple success examples.

Mainly the plug and play D&A tinkered here.

And also the DIY component based Landing created here

To spin the slidev ppt for BAs/PMs:

git clone https://github.com/JAlcocerT/selfhosted-landing
cd y2026-tech-talks/
#npm run dev 

FAQ

Businesses Unit Economics

This visualization illustrates the fundamental “unit economics” of a healthy business.

1. The Relationship: LTV vs. CAC

The box on the right represents the LTV:CAC Ratio.

• CAC (Customer Acquisition Cost): The red box. This is the amount of money you spend to get one new customer (marketing, sales, etc.).
• LTV (Lifetime Value): The green box. This is the total revenue a customer generates for you over the entire time they use your service.
• The Goal: For a business to be sustainable, the green box must be significantly larger than the red box. A common “Gold Standard” for SaaS is an LTV:CAC ratio of 3:1.

2. The Timeline: “Payback Period”

The bar chart shows how this plays out over Time:

• The Initial Dip (Red Bar): At the start (Time 0), you are in the negative. This is because you just paid the CAC to acquire the customer, but they haven’t paid you enough yet to cover that cost.
• The Recovery (Green Bars): As time passes, the customer continues to pay (subscriptions, repeat purchases). Each green bar represents the profit from that customer over time.
• The “Payback Period”: This is the moment the green bars cross above the horizontal line. A healthy company usually wants to recover their CAC in under 12 months.

The diagram says: “I spend a little (CAC) to start a relationship that loses money initially, but over time, the customer provides much more value (LTV) than they cost to acquire.”

If the red bars stayed below the line or the CAC box was bigger than the LTV box, the business would eventually run out of money.

Too long payback period and good ideas can go out of track: Payback period ~ cash flow isues

Great questions. These terms are the building blocks of that “Payback Period” chart you liked.

To understand them, think of your business as a leaky bucket. Revenue is the water coming in, and Profit is what stays in the bucket after it passes through different “filters” (expenses).

1. Gross Profit: The “Core” Efficiency

Gross Profit measures how much you keep after the direct costs of delivering your service.

• The Formula: (Cost of Goods Sold).
• What is COGS? These are the costs that go up every time you sell one more unit. In a restaurant, it’s the ingredients. In software (SaaS), it’s things like server hosting fees, customer support, and payment processing fees.
• Why it matters: It shows if your core product is actually worth making. If you sell a burger for $10 and the meat/bun costs $4, your Gross Profit is $6.

2. Net Profit: The “Bottom Line”

Net Profit is what is left after absolutely everything is paid.

• The Formula: .
• What are Operating Expenses? These are “overhead” costs that you pay even if you don’t sell anything today, such as office rent, management salaries, and legal fees.
• Why it matters: This is the “final answer” for your business. It tells you if the company is actually making money or losing it.

3. Where does CAC come in?

CAC (Customer Acquisition Cost) is primarily an Operating Expense. It usually lives in the “Sales and Marketing” line of your financial statements.

In your chart with the red and green bars, CAC is the reason for that initial red dip:

• Gross Profit is usually the “Green Bar” height (Revenue minus the direct cost to serve that customer).
• CAC is the “Initial Investment” you paid upfront to get that customer.
• Net Profit per Customer only becomes positive once those green bars (cumulative Gross Profit) have “paid back” the initial red bar (CAC).

Summary

• Gross Profit tells you if your product is good.
• CAC tells you if your marketing is efficient.
• Net Profit tells you if your entire business is sustainable.

Would you like me to show you how a high CAC can “kill” a company even if their Gross Profit looks amazing?

The operational heartbeat

The Attract, Convert, and Deliver workflow is the operational heartbeat of a business.

Your unit economics (CAC, LTV, and Gross Profit) act as the “scoreboard” for how well each stage of this workflow is performing.

Here is how the financial metrics map directly to your operations:

1. Attract & Convert (The “CAC” Zone)

This phase is everything you do to turn a stranger into a customer. It is the primary driver of your Customer Acquisition Cost (CAC).

• Attract: Costs include ad spend, content creation, and SEO efforts designed to bring people into your “Awareness” funnel.
• Convert: Costs include sales team salaries, demos, and CRM tools needed to close the deal.
• Performance Indicator: If your workflow is inefficient (e.g., you attract the wrong audience or have a leaky conversion funnel), your CAC will rise, making that “initial red dip” in your chart much deeper.

2. Delivery (The “Gross Profit” Zone)

Once a customer is converted, you must provide the product or service. This is where Gross Profit is determined.

• Delivery: This involves the “Cost of Goods Sold” (COGS)—direct costs like raw materials, shipping, server hosting, and customer support labor.
• Performance Indicator: Your Gross Profit Margin tells you how efficiently you are “delivering”. A high margin means it costs you very little to fulfill the promise you made during the Convert stage.

3. The “Full Workflow” Connection (LTV)

The Lifetime Value (LTV) is the result of how well you continue to Deliver and Retain over time.

How they relate to your chart:

• The Red Bar (Month 0): This is the cost of your Attract & Convert workflow.
• The Green Bars (Future Months): This is the Gross Profit generated by your Delivery workflow.
• The Goal: You want a “Deliver” workflow so efficient (high Gross Profit) and a “Convert” workflow so effective (low CAC) that you reach the Payback Point as quickly as possible.

graph LR
    %% Workflow Stages
    subgraph Workflow [Business Operations]
        A[ATTRACT
Marketing / Ads] --> B[CONVERT
Sales / Closing]
        B --> C[DELIVER
Operations / Service]
    end

    %% Financial Mapping
    subgraph Metrics [Unit Economics]
        direction TB
        CAC_Zone[[CAC
Acquisition Cost]]
        GP_Zone[[Gross Profit
Delivery Efficiency]]
        LTV_Zone[[LTV
Lifetime Value]]
    end

    %% Connections
    A & B -.-> CAC_Zone
    C -.-> GP_Zone
    GP_Zone -- "Repeat Orders Over Time" --> LTV_Zone

    %% Styling to match the logic
    style A fill:#fff4dd,stroke:#d4a017
    style B fill:#fff4dd,stroke:#d4a017
    style C fill:#e1f5fe,stroke:#01579b
    
    style CAC_Zone fill:#fecaca,stroke:#991b1b
    style GP_Zone fill:#bbf7d0,stroke:#166534
    style LTV_Zone fill:#166534,stroke:#fff,color:#fff

Its up to you to choose between: CAC ~0 vs high LTV business