| Specialized Ingredient Sourcing Fees |
Variable |
Apply as 3.0% of revenue in the first year, declining to 2.0% by the mature year. |
Modeling it as fixed overhead and overstating margin at low sales. |
| Pantry Stocking & Consumables |
Variable |
Apply as 2.0% of revenue in the first year, falling to 1.0% by the mature year. |
Forgetting that consumables rise with active clients and meal volume. |
| Payment Processing Fees |
Variable |
Apply as 2.5% of revenue in the first year and second year, then taper to 2.2%. |
Leaving card fees out of contribution margin. |
| Performance Digital Marketing |
Variable |
Apply as 5.0% of revenue in the first year, declining to 3.0% as acquisition efficiency improves. |
Counting all marketing as fixed while paid acquisition scales with sales. |
| Chef Travel Reimbursement |
Semi-variable |
Model as service-linked travel expense at 4.0% of revenue in the first year, tapering to 3.0%. |
Treating travel as pure overhead when routes, visits, and client density drive spend. |
| Office Rent |
Fixed |
Include $2,500 per month across the planning range. |
Spreading rent across clients before calculating true monthly break-even. |
| Liability Insurance |
Fixed |
Include $800 per month as recurring operating overhead. |
Dropping insurance from break-even because it does not attach to one meal. |
| Personal Chef Salaries |
Semi-fixed |
Add capacity in staffing steps: 3.0 Personal Chef FTEs in the first year, rising to 20.0 FTEs by the mature year. |
Treating all chef labor as variable when salaried FTEs are committed capacity. |