How Much Crime Scene Cleanup Owners Make With $90K Target Pay
A crime scene cleanup owner can plan around a $90,000 owner salary, but the business must reach enough completed cases to support it In the researched assumptions, marketing spend and CAC imply about 30 cases in the first year and 229 cases in a mature year At mature-year pricing, that equals about $101M revenue, an 82% gross margin after listed direct costs, and about $276K before owner pay, reserves, debt service, and personal taxes These are planning assumptions, not salary guarantees
Owner income$90K–$276KNet margin77%–82%Revenue for target pay$110K–$117KBusiness difficultyHard
Want to test your owner pay target?
Owner income calculator
Estimate owner take-home and the target-pay gap from revenue, margin, costs, reserves, and target pay.
!
Planning note: Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice. Actual take-home changes with job mix, staffing, debt, reserves, and fieldwork load.
Want the six biggest income drivers?
1
Case Volume
30-229 cases
Moving from 30 first-year cases to 229 mature-year cases spreads fixed costs and lifts owner take-home.
2
Job Value
$28K-$44K
Higher cleanup complexity pushes average revenue per job from about $28K to $44K, which adds more gross profit before overhead.
3
Labor Efficiency
15-25 hrs
Keeping billable hours tight on each cleanup stops labor from eating the margin as the crew scales.
4
Waste Costs
12%-15%
Holding regulated waste and supply costs near 12% to 15% protects more cash from each case.
5
Lead Cost
$350-$500
Cutting customer acquisition cost (CAC) from $500 to $350 leaves more profit from each booked lead.
6
Overhead Reserve
$78K/mo
About $78K in monthly fixed overhead means owner pay depends on strict reserve discipline before draws.
Want to check owner income in the Crime Scene Cleanup model?
The Crime Scene Cleanup Financial Model Template shows dashboard, assumptions, revenue, expenses, staffing, cash flow, and owner income. Open the model for scenario planning, not a guaranteed income claim.
Owner-income model highlights
Owner pay scenarios
Revenue and margin tests
Cash flow and reserves
How many crime scene cleanup jobs per month to make money?
For Crime Scene Cleanup, 25 acquired cases a month in year one is still too light for the staffing plan, because not every inquiry becomes a paid cleanup. By a mature year, about 229 cases, or 19 per month, can support the $90K owner salary plus profit before reserves. Here’s the quick math: the real load depends on average ticket, close rate, 24/7 availability, lead quality, insurance referrals, crew capacity, and whether odor work is sold as an add-on.
Year one case load
30 acquired cases in year one
That is about 25 per month
Too light for the staffing plan
Not every inquiry turns into revenue
What changes the math
229 cases in a mature year
That is about 19 per month
Supports the $90K owner salary
Insurance referrals and close rate matter most
Can a crime scene cleanup owner make more by doing the work?
Yes, but only early. In Crime Scene Cleanup, owner fieldwork can lower outside labor pressure in slow months, yet it also pulls the owner away from sales, dispatch, documentation, referral building, and 24/7 coverage. The plan already includes a $90K owner operations manager plus technicians, so removing labor without replacing capacity can hurt case volume; once monthly work moves toward the mature-year 19-case level, crew management usually wins.
Owner-doing-work
Helps cash in low-volume months
Cuts outside labor spend early
Keeps jobs moving faster
Limits sales and referral time
Scale mode
Needs dispatch oversight
Needs documentation discipline
Needs emergency coverage
Fits the 19-case monthly level
How much does a crime scene cleanup owner take home?
A Crime Scene Cleanup owner should not plan on real first-year take-home beyond the budgeted $90K salary, because $849K revenue is already below $936K fixed overhead before direct costs; What Is The Most Important Indicator Of Success For Crime Scene Cleanup? ties that gap back to job volume and margin. In a mature year, about $276K is available before owner pay, reserves, debt service, and personal taxes.
Year-One Reality
$849K first-year revenue
$936K annual fixed overhead
$135K non-owner payroll
$15K marketing spend
Owner Cash
$90K planned owner salary
$327K+ cash gap before direct costs
$101M mature-year revenue
$276K available before owner decisions
Key Takeaways
Case volume helps only when operations can keep up.
Pricing must change with scene severity and complexity.
Labor efficiency protects gross profit and owner income.
Fixed overhead and reserves shape true cash flow.
Compare low, base, and high owner-income planning scenarios
Owner income scenarios
Owner income changes fast because case volume, staffing, and fixed overhead do not scale at the same speed. The low case is cash tight, while the high case can support salary plus profit.
Low, base, and high owner income cases for planning.
Scenario
Low CaseDownside case
Base CaseMid-ramp case
High CaseUpside case
Launch model
This is the lower earnings path.
This is the modeled mid-ramp path.
This is the stronger earnings path.
Typical setup
First-year volume stays near 30 cases, fixed overhead stays heavy, and owner pay is not reliably supported without outside capital or lower costs.
Volume moves toward about 100 cases, but payroll and marketing still keep owner pay tight.
Mature-year volume reaches about 229 cases, supports a planned $90K owner salary, and leaves about $186K profit after salary before reserves and taxes.
Cost drivers
30-case launch volume
high fixed overhead
payroll pressure
marketing spend
compliance and disposal costs
About 100 cases
payroll ramp
sales and marketing spend
disposal and PPE costs
vehicle and insurance load
229-case mature volume
higher service rates
larger crew
planned $90K salary
steadier demand mix
Owner income rangeBefore owner reserves
No steady owner drawCash constrained
Low five figuresTight owner pay
$90,000 + profitSalary plus profit
Best fit
Use this to stress-test launch-year cash needs and the risk of paying the owner too early.
Use this as the planning case for a normal ramp with controlled hiring and spend.
Use this to test upside if the business reaches mature throughput and can fund both pay and expansion.
!
Planning note: These ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
Crime Scene Cleanup Core Six Income Drivers
Completed Case Volume
Completed Case Volume
Completed cases are the paid cleanup jobs that actually finish and bill. In this model, volume moves from 30 cases in year one to about 229 cases in the mature year, based on marketing spend divided by CAC. That only lifts owner income if crews, response time, paperwork, and scheduling can keep pace; otherwise, more leads just create missed jobs and rework.
Here’s the quick math: more cases raise revenue, but not profit by themselves. If monthly utilization slips or response coverage fails, you lose jobs at the quote stage or on-site, and labor hours get wasted. Volume without capacity is noise, not earnings.
Track Case Flow Hard
Measure inquiries, qualified leads, booked jobs, and completed paid cases separately. The model’s case flow is tied to marketing budget and CAC, so every stage needs a pass rate. If you do not know where the drop happens, you cannot tell whether the issue is lead quality, dispatch speed, or technician capacity.
Use a simple rule: only count cases that are answered fast, scoped correctly, and staffed on time. Track same-day response, on-site start time, and completion without documentation gaps. Fast response and clean paperwork protect cash, because they help turn demand into billable work instead of lost time.
Referrals, Leads, And Close Rate
Referrals, Leads, and Close Rate
Paid case flow is what turns outreach into owner income. Here’s the quick math: $15K in marketing at a $500 CAC (customer acquisition cost) supports about 30 acquired cases; at $80K and $350 CAC, that rises to about 229 cases. If response is slow or leads are weak, the extra spend just lifts costs, not pay.
The owner needs to watch the full path: inquiries, qualified leads, booked jobs, and paid jobs. A strong local search profile, plus steady work from property managers, insurers, funeral homes, and victim assistance contacts, can raise volume, but only if the team answers fast and documents each case well. Do not assume law enforcement endorsement or guaranteed referrals.
Track the funnel, not just calls
Measure close rate as paid jobs divided by qualified leads, then break out each source. If local search brings cheap inquiries but low conversion, fix response time, pricing clarity, and intake scripts before spending more. If one referral source books more paid jobs at lower CAC, shift budget there and protect that channel.
Track source by inquiry
Score lead quality fast
Count booked jobs daily
Confirm paid jobs separately
What this hides: one weak handoff can kill margin even when marketing looks efficient. A higher 229-case mature-year run rate only helps if the team can answer, qualify, and schedule without losing jobs in the middle.
Overhead, Insurance, Vehicles, And Reserves
Fixed Overhead And Reserves
This company has $78K per month in fixed overhead, including rent, liability and workers comp insurance, vehicle insurance, utilities, professional services, software, and licensing. That means gross profit must cover $78K before the owner can pay themselves. If gross profit falls below that line, busy months can still end with weak or zero owner income.
The launch asset stack totals $150K: two vans, equipment, office setup, PPE stock, and waste containers. Those assets support jobs, but they are not owner pay. Keep reserves, debt service, and reinvestment separate from distributions, or one bad collections cycle can wipe out cash even when the P&L looks fine.
Control The Cash Buckets
Track monthly overhead as a hard floor, then set a reserve rule before any owner draw. Here’s the quick math: owner income = gross profit - $78K overhead - debt service - reserves - reinvestment. If job flow is uneven, keep extra cash for insurance renewals, vehicle repairs, and slow-paying accounts.
Watch overhead every month.
Ring-fence reserves first.
Keep vans and insurance current.
Labor Efficiency And Crew Structure
Labor Efficiency
Direct technician time is the core driver here: billable hours minus travel, setup, training, and paperwork. If crews spend too long on dispatch, on-site work, or documentation, gross profit falls before overhead is covered. Keep the $90K owner salary out of job labor so you can see the crew’s real margin.
The staffing path moves from 1 lead technician, 1 technician, and half-time admin in year one to 2 leads, 3 technicians, 1 admin, and 1 sales coordinator in mature years. That raises capacity, but only if overtime stays controlled and routing stays tight. High hourly pricing can still be wiped out by long on-site time and poor scheduling.
Track Billable Hours, Not Headcount
Measure billable technician hours, overtime, and nonbillable time by job. Also track dispatch speed, on-site duration, and documentation time so you can see where margin leaks. More billable hours per crew day means more revenue without adding the same labor cost.
Separate the owner draw from crew cost in the forecast, then test routes, shift starts, and paperwork steps. If one crew setup creates more overtime or slower closeout, it will cut cash flow even when hourly rates are strong. Use staffing to protect response time and quality, not to cover weak scheduling.
Billable hours by case
Overtime hours by crew
Travel and paperwork time
Owner salary kept separate
Regulated Waste, PPE, And Supplies
Regulated Waste, PPE, And Supplies
PPE, consumables, biohazard disposal, fuel, and per-job maintenance sit directly under gross margin. In year one, these costs run about 20% of revenue total: 10% PPE and consumables, 5% disposal, and 5% fuel and maintenance. On a $2,830 average job, that is about $566 before labor and overhead.
In a mature year, the same bucket falls to 16% of revenue: 8% PPE and consumables, 4% disposal, and 4% fuel and maintenance. On a $4,400 job, that is about $704. Cost control matters, but not by skipping required controls. One bad scope can wipe out the margin on the whole case.
Track Cost Per Job, Not Just Supply Spend
Measure this per case: containers, disinfectants, PPE, waste transport, fuel, and equipment wear. Tie each cost to job type and scene size, because an unattended death is not priced like odor removal. The owner’s take-home improves when scope is tight and buying is disciplined, not when cleanup is under-supplied.
Track cost per completed job.
Compare first-year and mature %.
Flag disposal spikes fast.
Use scoping checklists.
Buy in bulk, but only what turns.
If supply use rises above the 10% to 8% PPE range or disposal runs above 5% to 4%, gross margin gets squeezed fast. That hits cash first, then owner pay. The fix is better estimating, tighter job documentation, and buying the right materials for the scene the first time.
Average Job Price And Complexity
Average Job Price And Complexity
Your income here depends on how much each cleanup bills, not just how many calls you take. Average revenue per cleanup rises from $2,830 in year one to $4,400 in a mature year, a gain of about 56%. At the same case count, that spread is real cash for owner pay, but only if the extra scope still covers labor, disposal, and overtime.
Pricing should follow billable hours and severity. Trauma cleanup runs $150 to $170 per hour, unattended death remediation $170 to $190, and odor removal $120 to $140. Scene severity, property type, after-hours response, odor work, and disposal needs move the ticket, so one flat price can miss margin and leave the owner underpaid.
Price by Scope
Quote from scope sheets, not gut feel. Build each estimate from job type, expected hours, disposal volume, site access, and response time. Track realized revenue per cleanup, labor hours per job, and change orders. If the quoted $2,830 only becomes $4,400 when odor removal or after-hours work is added, those items need to be priced up front.
Track hours by service type.
Track ticket by severity.
Track disposal cost per job.
Track after-hours premium rates.
Track add-ons and change orders.
The goal is simple: price complexity, not emotion. If a site needs extra containment, more disposal, or a second visit, bake that into the estimate before dispatch. That protects gross margin and makes owner pay more predictable, because the higher ticket pays for the extra work instead of quietly eating it.
