| Facility and admin overhead |
Fixed |
Model rent at $6,500/month, insurance at $1,200/month, software at $850/month, utilities at $1,100/month, and admin/legal at $1,500/month as stable monthly overhead. |
Spreading these costs across jobs and treating them like direct project costs. |
| General manager and salaried operating staff |
Semi-fixed |
Treat salaries as capacity blocks; FTE rises in later years as engineers, installers, sales, and support staff are added. |
Assuming payroll grows smoothly with revenue instead of stepping up with headcount. |
| Filtration and hardware components |
Variable |
Use 18% of revenue in the first year, declining to 15% by the mature year, as direct project material cost. |
Putting project materials into overhead, which understates contribution margin pressure. |
| Installation subcontracting and labor |
Variable |
Use 8% of revenue in the first year, declining to 6% by the mature year, because the cost follows installation volume. |
Treating subcontracted labor as fixed just because crews are planned in advance. |
| Sales commissions and referral fees |
Variable |
Model at 3% of revenue in every year, directly below gross margin in the break-even calculation. |
Leaving commissions in sales overhead and overstating profit per job. |
| Consumable shipping and logistics |
Variable |
Model at 1% of revenue in every year, tied to project shipments, filters, and consumables. |
Ignoring small percentage costs that add up as revenue scales. |
| Fleet fuel and vehicle maintenance |
Semi-variable |
Start with the $2,200/month planning amount, then review usage as job count, site distance, and service routes increase. |
Treating the full fleet line as fixed when mileage and service calls move with activity. |