How Much Do Batting Cage Owners Make? 5-Year Income View
You’re trying to see if cage rentals, memberships, clinics, team rentals, and add-on sales can support real owner pay These planning figures show $772,050 in first-year revenue, Month 13 breakeven, and owner take-home that depends on location, utilization, pricing, payroll, lease costs, seasonality, reserves, and financing
Owner income-$74k to $2.46MNet margin-9.6% to 62.0%Revenue for target pay$3.96MBusiness difficultyHard
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Planning note: This is a researched planning estimate, not guaranteed salary, tax advice, or owner distribution advice.
What drives batting cage owner income?
1
Cage Utilization
$700K
At $35 a rental and 20,000 first-year cage rentals, this is the main revenue engine, so more booked hours flow straight to take-home.
2
Pricing Mix
$50K+
Memberships at $1,000 and small price lifts on cage time raise revenue without much extra labor.
3
Training Sales
$10K-$54K
Clinics and team rentals add higher-ticket sales and help fill slow hours.
4
Rent Load
$18K/mo
The $18,000 monthly rent is a big fixed drag, so low occupancy can wipe out profit fast.
5
Labor Model
$362.5K
First-year payroll is $362,500, so staffing levels and owner coverage decide how much revenue stays in the business.
6
Seasonality
Month 13
Breakeven lands in Month 13, so weather, school breaks, and local demand swings can delay payback.
How do you check owner income in the Batting Cages model?
Yes, Batting Cages can make money, but only when booked cage hours, memberships, clinics, and team rentals cover rent and payroll; see What Is The Most Important Metric For Measuring Success Of Batting Cages Business? for the success metric lens. In the researched base case, EBITDA moves from -$74,000 on $772,050 revenue in Year 1 to $441,000 on $1,460,180 revenue in Year 2.
Money Drivers
Lift cage utilization
Sell memberships
Fill clinics
Book team rentals
Profit Check
Year 1 margin: -9.6%
Year 2 margin: 30.2%
Revenue growth: 89.1%
Owner cash comes after debt, taxes, reserves
Can a batting cage owner pay themselves?
Yes—Batting Cages can pay the owner, but only after operating profit covers reserves, debt service, taxes, and reinvestment. An owner-run site can save cash by replacing some manager or front-desk labor, but that work is still unpaid unless it’s priced into the model. In the manager-run base case, a $75,000 general manager starts at launch, and salary planning should wait until the model shows the needed cage rentals, memberships, clinics, and team rentals; breakeven is targeted by Month 13.
When owner pay works
Pay yourself last, not first.
Cover reserves before owner draw.
Keep debt service fully funded.
Hold cash for taxes and reinvestment.
What to model first
Test cage rentals first.
Then add memberships.
Then price clinics and team rentals.
Only then add owner draw.
How much revenue can a batting cage make?
Batting Cages can make about $772,050 in year 1, with $700,000 of that from cage rentals, and the forecast climbs to $3,958,550 by year 5. That is revenue, not profit, so keep it separate from net income, cash flow, owner draw, reserves, and debt payments.
Main drivers
Cage rentals lead year 1 sales.
$700,000 is the main line.
That is about 90.7% of year 1 revenue.
Memberships, lessons, teams, and add-ons add lift.
5-year forecast
Year 1:$772,050.
Year 2:$1,460,180.
Year 3:$2,247,390; Year 4:$3,080,180.
Year 5:$3,958,550.
Key Takeaways
Cage hours drive most first-year revenue.
$25.6k monthly overhead sets the breakeven bar.
Pricing and memberships lift revenue without much fixed cost.
Cash dips in Month 12, so build reserves early.
Compare low, base, and high batting cage owner income outcomes
Scenario table
Owner income swings hard with the first-year ramp, then improves after Month 13 breakeven as volume and add-on sales grow. Taxes, debt service, reserves, and reinvestment keep take-home below EBITDA.
Low, base, and high owner income cases from launch to mature scale.
Scenario
Low CaseRamp risk
Base CaseBreakeven reached
High CaseMature scale
Launch model
The first-year ramp model produces $772,050 revenue and a -$74,000 EBITDA result, so there is no dependable owner draw yet.
Year 2 turns the model into a stable case with $1,460,180 revenue and $441,000 EBITDA after Month 13 breakeven, but owner draw still sits below EBITDA once reserves are funded.
Year 5 shows the upside case with $3,958,550 revenue and $2,455,000 EBITDA, but owner take-home still lands below EBITDA after taxes, debt service, reserves, and reinvestment.
Typical setup
20,000 cage rentals, 50 memberships, 30 clinics, and 20 team rentals run against a full fixed-cost base, so cash stays tight.
35,000 cage rentals, 150 memberships, 60 clinics, and 40 team rentals lift revenue while payroll and rent stay fixed.
80,000 cage rentals, 600 memberships, 150 clinics, and 100 team rentals create scale, with add-on sales widening the income base.
Cost drivers
Cage rentals
fixed rent and payroll
low membership mix
startup ramp
marketing spend
Cage volume
memberships
clinics and team rentals
add-on sales
steady payroll
High cage utilization
recurring memberships
clinics and team rentals
merch and vending
tighter unit costs
Owner income rangeBefore owner reserves
No reliable owner drawNo draw
Breakeven-plus draw windowBreakeven reached
Largest owner draw windowTop-scale upside
Best fit
Use this to stress-test first-year cash if demand ramps slowly.
Use this as the core planning case after breakeven is reached.
Use this to test upside if the facility fills and add-on sales hold.
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Planning note: These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
Batting Cages Core Six Income Drivers
Cage Utilization And Booked Hours
Cage Utilization And Booked Hours
This driver is about how many cage hours get sold and when. More booked hours spread rent, utilities, insurance, and staffing across more sales, so each hour carries less overhead. The model shows cage rentals rising from 20,000 in year 1 to 80,000 in year 5, which is the main scale step for owner pay.
The first-year model shows cage rental revenue of $700,000, or 907% of total revenue. What this hides is timing: slow evenings, weak weekends, bad weather patterns, or poor team rental capture can leave fixed costs uncovered and push breakeven later.
Fill Peak Slots First
Measure booked hours by daypart: peak evening blocks, weekend team rentals, and off-season indoor practice time. Here’s the quick test: if those slots stay empty, revenue stalls even when the facility is open. Sell the hardest-to-replace hours first, because that is where utilization has the biggest cash impact.
Track fill rate, not just total sales, and compare it with fixed cost load. If team bookings and weather-driven traffic are weak, the owner carries more overhead with less cash left for profit or draw. The goal is simple: keep the calendar dense enough that overhead is paid by more hours, not fewer.
Pricing, Packages, And Memberships
Pricing Power
This driver can lift revenue fast because a $39 cage rate and $1,200 membership price raise average ticket without the same rise in rent or payroll. The catch is simple: if unlimited passes crowd peak hours, you can add members and still earn less per cage hour.
Here’s the quick math: cage rentals move up 11.4% from $35 to $39, and memberships rise 20% from $1,000 to $1,200. At 600 memberships, that is $720,000 versus $50,000 at 50. What this hides is capacity, so pricing only helps if access rules protect prime hours.
Protect Peak Hours
Measure revenue per cage hour, member count, redemption rate, and peak-versus-off-peak mix. Prepaid hitting packages and member-only off-peak access pull cash forward and keep prime slots for higher-paying rentals. Family bundles and team add-ons raise average sale without adding new cages or rent.
If unlimited passes fill evenings or weekends, raise the price or cap those times before you cut revenue. The owner pays themselves from what is left after fixed costs, so the goal is not cheap access; it is profitable access with prepaid cash and disciplined scheduling.
Set separate peak-hour rules.
Offer prepaid package credits.
Bundle families and teams.
Review monthly cage-hour yield.
Labor Model And Owner Involvement
Labor Model And Owner Pay
Labor is the cash drain that can delay owner pay. The disclosed payroll adds up to about $1.285 million a year: $75,000 for a general manager, $60,000 for a head coach, 3 front desk FTEs at $35,000 each, 25 part-time coach FTEs at $40,000 each, plus maintenance at $45,000. That is roughly $107,000 per month before the owner takes a draw.
An owner-operated setup can save the manager line or some front desk cost, but that is still labor, just paid as owner time. The manager-run model needs higher revenue to support both staff pay and owner pay. If sales soften, payroll gets paid first and the owner draw gets pushed out.
Track Payroll Before You Pay Yourself
Measure monthly payroll, booked cage hours, and owner draw together. Here’s the quick math: if payroll sits near $107,000 a month, the business needs enough gross profit after rent and other fixed costs to cover that before the owner takes money home.
Keep staffing tied to peak evenings, weekends, lessons, and team bookings. If the calendar is thin, cut back part-time coach hours first and protect cash. The warning sign is full labor cost on an empty cage schedule; when that happens, owner pay gets squeezed fast.
Lessons, Clinics, And Team Training
Lessons, Clinics, and Team Training
This driver adds revenue from coached work, not just self-serve cage time. With 30 to 150 clinics and 20 to 100 team rentals, the first-year total is $2,550 from clinics plus $7,000 from team rentals, or $9,550 before direct coach costs. That can lift revenue per square foot, but only if these sessions fill slow blocks and do not crowd out higher-margin cage bookings.
Here’s the catch: owner income rises only if coach pay, insurance, and schedule conflicts stay controlled. If the owner teaches, margin is usually better; if instructors are hired, payroll cuts into take-home profit fast. This is a growth lever, not the launch anchor, so it should scale after core cage demand is steady.
Track Fill Rate and Coach Cost
Measure clinic count, team rental count, and the hours they use. The key test is simple: do these bookings add revenue on slow evenings, weekends, or school breaks without pushing out paid cage time? If they do, they improve cash flow and make fixed space more productive. If they land in peak slots, they can lower total revenue per hour.
Price each block so coach labor still leaves room for profit. Track revenue per session, coach hours per booking, and whether the owner or a hired instructor is leading the work. A clean schedule and a clear coach plan are what turn $9,550 of program revenue into real owner pay.
Seasonality And Local Demand
Seasonality And Local Demand
Monthly cash flow swings with school calendars, local baseball and softball participation, travel ball, weather, and indoor training demand. In this model, the minimum cash need is $471,000, and the lowest cash point is Month 12, so weak winter or post-season months can cut owner draw fast. The key inputs are booked cage hours, memberships sold ahead of slow months, and clinic volume during school breaks.
Here’s the quick math: when demand softens, fixed costs still hit, so cash must come from reserves or prepaid sales. If owner draw stays flat while demand drops, cash burn rises. One clean rule: flex owner pay with the season, not against it.
Sell Ahead Of Slow Months
Track weekly bookings by school calendar, team schedules, and weather. Split demand into peak evenings, weekends, school breaks, and off-season weeks so you can forecast cash, not just sales. Sell memberships before the off-season, push clinics during breaks, and prebook team blocks early, because prepaid cash helps cover the low point in Month 12.
Watch bookings by local school week.
Build reserves before slow months.
Fill school-break clinics first.
Reduce owner draw when demand drops.
Facility Rent And Overhead
Facility Rent And Overhead
Your facility carries $25,600 in fixed overhead each month before payroll or owner pay: $18,000 rent, $3,000 utilities, $1,500 maintenance, $1,500 cleaning, $800 insurance, $500 software, and $300 security. That is about $853/day before the first cage sale matters. Big lease, thin draw.
The inputs that matter are square footage, ceiling height, HVAC, lighting, parking, zoning, lease term, and buildout timing. A site that looks cheap on rent but needs heavy buildout or runs hot in summer can drain cash fast, so owner income depends on keeping fixed facility burn low enough to leave room for payroll and profit.
Cut Fixed Facility Burn
Track rent per square foot and per booked cage hour, then test the lease against soft months, not just peak weekends. If the space forces bad lighting, weak parking, or a slow opening, the lost revenue can matter more than slightly lower rent. The clean target is simple: keep the facility flexible enough to support owner draw after $25,600 in fixed overhead.
Rent per square foot
Utility load in summer
Booked hours per cage
Buildout delay days
Lease term and exit clauses
Before signing, ask whether the space can still clear the fixed bill at low traffic. A $1,000 cut in monthly overhead lowers break-even by $1,000, and a delay in opening does the opposite because rent starts before sales do. That is why lease terms and buildout timing directly shape how soon the owner can pay themselves.
