| Facility Lease |
Fixed |
Carry $7,500 per month in the break-even hurdle from Month 1 through Month 60. |
Dividing rent by expected dogs and making it look lower when occupancy is weak. |
| Business Insurance |
Fixed |
Include $500 per month before calculating the dog volume needed to break even. |
Treating insurance as a per-dog expense instead of a monthly operating requirement. |
| Software Subscriptions |
Fixed |
Model $350 per month as a stable booking and admin platform expense. |
Forgetting it in break-even because it feels small compared with payroll and rent. |
| Owner/Manager and Lead Daycare Attendant payroll |
Semi-fixed |
Keep core salary in the base, then step it up when staffing levels change, such as Lead Daycare Attendant rising from 1.0 to 2.0 FTE. |
Treating all payroll as variable and understating the cash needed at low occupancy. |
| Daycare Attendants |
Semi-variable |
Link added coverage to occupied dog capacity, with attendant FTE moving from 2.0 in the first year to 5.0 by the fifth year. |
Modeling attendants as fully fixed even when more dogs require more staffed coverage. |
| Utilities |
Semi-variable |
Start with the $1,500 monthly base, then allow usage to rise as occupancy, cleaning, laundry, and climate control needs increase. |
Treating all utilities as fixed and missing the drag from higher occupancy. |
| Cleaning Supplies |
Variable |
Model as 2.0% of revenue in the first year, falling to 1.0% by the fifth year. |
Classifying supplies as fixed even though more dog days drive more cleaning. |
| Marketing & Promotions |
Variable |
Use the modeled 8.0% of revenue in the first year, then reduce to 4.0% by the fifth year. |
Putting launch marketing into fixed overhead when the model ties it to revenue. |