How Much Does an Agritourism Farm Owner Make? $69K-$618K EBITDA
Key Takeaways
Attendance growth drives revenue from $481k to $1.603M.
Revenue per visitor starts near $24, so pricing matters.
Weekday events and rentals stabilize income beyond weekends.
Payroll and overhead must be covered before owner profit.
Owner income-$56k to $618kNet margin-12% to 39%Revenue for target pay$701kBusiness difficultyHard
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Planning note: Research-based planning estimate only. Actual owner take-home will vary with revenue mix, staffing, reserves, debt, and timing. It is not guaranteed salary, tax advice, or owner distribution advice.
Want the full Agritourism Farm Experience forecast view?
Revenue is not owner income. For the Agritourism Farm Experience, Year 2 revenue of $701k supports only $69k EBITDA, and Year 3 revenue of $981k supports $212k EBITDA. With $1.422m in fixed overhead before payroll and payroll rising from $263k to $463k, owner pay has to sit below EBITDA after reserves, taxes, debt, and reinvestment.
Revenue snapshot
$701k revenue, $69k EBITDA
$981k revenue, $212k EBITDA
9.8% EBITDA on Year 2
21.6% EBITDA on Year 3
Cash that must be covered
$1.422m fixed overhead yearly
Payroll rises from $263k to $463k
Reserve cash before owner pay
Staffing coverage drives the target
Can an agritourism farm make money?
Yes, an Agritourism Farm Experience can make money if paid visits, ticket pricing, and add-ons cover payroll and fixed overhead; for planning structure, see How To Write A Business Plan For Agritourism Farm Experience?. In this model, EBITDA starts at -$56k in Year 1, turns positive at $69k in Year 2, and reaches $618k by Year 5 as revenue grows from $481k to $1.603M.
Profit Proof
Start with 20,300 paid visits
Grow to 46,500 visits by Year 5
Move EBITDA from negative to positive
Scale revenue to $1.603M
Profit Risks
Control staffing costs by season
Price for insurance and safety
Plan around weather risk
Use add-ons to lift spend
Can an agritourism owner pay themselves without working every event?
Yes, but only after Agritourism Farm Experience has enough staffed margin to cover the owner, because payroll already runs $263k in Year 1, then $375k in Year 3 and $463k in Year 5. Delegation can let the owner skip some events, but it cuts into profit unless attendance, pricing, and add-on sales rise. This is not passive income, because safety, scheduling, guest quality, and animals still need owner oversight.
When it can work
Staffed ops must cover payroll.
Year 1 payroll is $263k.
Year 3 payroll is $375k.
Year 5 payroll is $463k.
What still needs the owner
Safety never runs itself.
Scheduling still needs oversight.
Guest quality depends on control.
Animals need daily attention.
What drives agritourism owner income most?
1
Paid Visits
20.3K-46.5K
Paid visits drive the core ticket pool, and more guests also raise store and cafe sales, which lifts EBITDA and cash.
2
Add-on Sales
$120K-$425K
Retail, cafe, and venue income grows fast, and these higher-margin dollars flow through to owner take-home after the ticket is sold.
3
Ticket Yield
$24-$35
Revenue per paid visit rises as prices step up and the mix shifts toward workshops and passes, so the same traffic earns more cash.
4
Payroll Load
$263K-$463K
Staffing is the biggest cost block, so the mix of education, events, farm labor, and sales staff decides how much revenue reaches EBITDA.
5
Fixed Overhead
$11.9K/mo
Insurance, utilities, taxes, hosting, and the lease set the monthly cash floor, so lean overhead is what keeps owner pay from getting squeezed.
6
Season Use
14mo
Longer open months and fuller event calendars spread fixed costs over more visits, and the model does not break even until month 14.
Agritourism Farm Experience Core Six Income Drivers
Paid Visitor Volume
Paid Visitor Volume
Paid visitor volume is the count of paying guests from weekend admissions, school trips, workshops, and festival passes. In this plan, visits grow from 20,300 in Year 1 to 46,500 in Year 5, or 2.3x more traffic. That matters because revenue rises from $481k to $1.603M, so fixed overhead gets spread across more guests and owner cash capacity improves.
The risk is simple: more bookings can overload parking, restrooms, guides, and animal areas. If service breaks, refunds and bad reviews can eat the gain. One clean rule: volume only helps when the farm can serve each guest well enough to keep cash coming in.
Track Day Capacity
Track paid visits per day, open days, and revenue per visit. The key inputs are ticket mix, group size, and peak-hour limits. When weekend slots fill first, push school trips and workshops into slower days so attendance grows without crowding the site or stretching staff.
Watch bookings by hour
Cap parking and guide load
Test timed entry windows
Raise price before adding strain
Use those limits to protect guest flow and keep more of each extra ticket as profit, not just busier lines.
1
Revenue Per Visitor
Revenue Per Visitor
Year 1 revenue per paid visit is about $24, based on $481k in revenue divided by 20,300 paid visits. That number includes admission, school tours, workshops, and festival passes. When spend per guest rises and direct service costs stay flat, more of each visit turns into cash the owner can actually pay themselves.
The price mix sets the ceiling. A $15 admission, $12 school tour, $65 workshop, and $25 festival pass show the current range. Premium workshops and private experiences can lift this metric, but demand and farm capacity cap how far it can go. If price moves before value improves, visit volume can drop and squeeze profit.
Raise Spend Per Visit
Track revenue per paid visitor = total revenue / paid visits by ticket type. Then compare it with labor, materials, and setup time. That tells you whether a school tour, workshop, or festival pass adds real margin or just adds work. The goal is higher owner income per guest, not just more sales.
Use a simple test plan:
Measure spend by ticket type
Test value before raising price
Limit group size on premium offers
Watch conversion after each price move
If premium slots sell out fast, raise those prices first. If they sit empty, keep the price and improve the offer, because empty capacity does not pay fixed overhead.
2
Season Length And Event Utilization
More Monetized Days
This driver is the share of the calendar that turns into paid events, not just weekend admissions. School tours, festivals, workshops, and venue rentals fill slow days and make income less seasonal. Here’s the quick math: $20k in Year 1 venue rentals is about $1.7k per month, and $110k in Year 5 is about $9.2k per month.
That matters because more booked days smooth cash flow and support owner pay. The ceiling is real: weather, tourism patterns, crop timing, animal schedules, and owner burnout cap the calendar. The best case is medium to high impact when weekday groups fill dead space instead of cannibalizing weekend admissions.
Track Booked Days, Not Just Headcount
Measure monetized days, venue rental revenue, and the mix of weekday groups versus weekend traffic. If weekday school tours or workshops bring in cash without extra peak-day strain, they raise margin and protect owner income. If they need heavy setup or special staffing, the cash gain can shrink fast.
Booked days by month
Revenue per event
Setup and labor hours
Weather-sensitive cancel rate
Use these numbers to price by day, not just by guest. A full calendar helps only if the added revenue beats the extra labor, feed, cleanup, and wear on the site.
3
Labor Model And Owner Role
Labor Model And Owner Role
Labor is both a cost and a hard cap on volume. Payroll starts at $263k and reaches $463k by Year 5, so every added shift has to earn its keep. Owner-led tours protect margin, but they also limit how many visits, classes, and events you can sell. Unpaid owner labor is not free profit if it blocks sales or slows growth.
The key inputs are paid visits, tour hours, staff hours, and labor cost per visit. If part-time guides, educators, event staff, and operations support lift attendance or spend enough to cover wages, owner income improves. If not, payroll pulls cash out of the business before the owner can pay themselves.
Staff Only Where Demand Exists
Track visits per labor hour, revenue per shift, and payroll per paid guest. Keep the owner on high-value tours and sales roles, then add staff only when booked demand is already close to capacity.
Hire when labor unlocks more paid visits.
Schedule staff on peak days first.
Cut empty shifts fast.
If extra labor does not raise attendance, workshop seats, or event bookings, it is just overhead. The break point is simple: added wages must create more gross profit than they cost, or owner take-home falls.
4
Fixed Overhead And Safety Costs
Fixed Overhead And Safety Costs
For this farm, recurring overhead is $11,850 per month or $142,200 per year. That is about $7.01 per paid visit at Year 1 volume of 20,300 visits. Insurance, utilities, animal feed and veterinary care, maintenance, property taxes, software, and the land lease get paid before owner draw, so thin traffic or low ticket prices cut take-home fast.
Safety and guest-facing costs such as sanitation, parking, signage, repairs, and permits protect visitors, but they must be built into pricing. If these costs rise faster than attendance, cash flow tightens even when sales look healthy. One line: overhead does not wait for busy weekends.
Control Overhead Per Visit
Track fixed cost per paid visit each month: total overhead divided by paid visits. At $142,200 a year, the target is to push that number down as attendance grows, from about $7.01 at 20,300 visits toward $3.06 at 46,500 visits. That is the cleanest check on whether growth is really helping owner income.
Review fixed lines before peak season.
Price safety work into tickets.
Test higher fees on premium events.
Watch sanitation, parking, and permit costs.
Keep a simple cost map for insurance, utilities, animal care, maintenance, property taxes, software, and land lease. If one line jumps, the owner pays for it unless ticket revenue or visit volume rises enough to cover it.
5
Add-On Revenue Mix
Add-On Revenue Mix
Add-ons like farm store sales, food, workshops, and private events can lift spend per visitor, but they do not all flow to owner pay. In this model, add-on revenue is $120k in Year 1 and $425k in Year 5, and retail plus cafe inventory runs at 65% to 55%, so gross margin, the money left after direct costs, is only 35% to 45% before staffing and licensing.
Here’s the quick math: that implies about $42k to $54k of gross profit on $120k, and about $149k to $191k on $425k. One sentence says it all: more add-ons help, but only if direct costs stay in line. If spoilage, slow event fill, or extra labor rises, the owner’s take-home drops fast.
Track Mix, Margin, and Fill Rate
Measure attach rate (the share of visitors who buy extras), average basket size, event fill rate, and labor hours per event. Split the mix between higher-margin workshops and lower-margin retail or cafe sales, then forecast each line with its own inventory and staffing load.
Track add-on sales per visitor
Watch inventory cost by category
Set minimum spend for group bookings
Price for setup, cleanup, and licensing
Compare profit by event type
Use minimum spend rules for birthday parties, corporate groups, and educational programs so each booking covers setup, inventory, cleanup, and licenses. If a package cannot beat its direct cost on paper, it should not be counted on to fund owner draw.
6
Compare low, base, and high owner income scenarios
Owner income scenarios
Owner income moves with visitor volume, ticket prices, add-on sales, and payroll. Breakeven lands in Month 14 and payback in Month 49, so early draws are tight and later distributions depend on reserves.
Low, base, and high cases show how farm traffic and add-on revenue affect owner pay.
Scenario
Low CaseRamp case
Base CaseScale case
High CaseMature upside
Launch model
Year 1 runs as a ramp case with thin margins and no planned owner draw.
Year 3 is the first real owner-pay case once scale lifts EBITDA and reserves cover obligations.
Year 5 is the maturity case, where higher volume and better pricing support stronger distributions.
Typical setup
Revenue is $481k, EBITDA is -$56k, and the business is still absorbing payroll, fixed overhead, and booking fees.
Revenue reaches $981k, EBITDA is $212k, and the model can support owner pay after reserves and obligations.
Revenue reaches $1.603M, EBITDA is $618k, and add-on revenue from retail, cafe, and events gives more cash for owner draws.
Cost drivers
Year 1 ramp
payroll load
fixed overhead
booking fees
no owner draw
Year 3 scale
admissions and tours
retail and cafe sales
payroll growth
fixed overhead
Year 5 volume
higher ticket prices
add-on revenue
stronger margins
post-breakeven cash
Owner income rangeBefore owner reserves
No planned drawNo draw
Limited owner payPartial draw
Stronger draw capacityHigher draw
Best fit
Use this to stress-test the first operating year, when admissions and tours are still building.
Use this for planning owner pay once Year 3 scale and cash reserves can support it.
Use this to test the upside if Year 5 volume, pricing, and add-on sales all hold.
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Planning note: Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or actual distributions.
