How Much Can a Storm Glass Business Owner Make at $324k Revenue
You’re not asking what the shop sells for you’re asking what the owner can actually keep This estimate covers $324k Year 1 revenue, $85k modeled founder pay, month 14 breakeven, and $797k minimum cash need, based on sales volume, unit economics, ad spend, inventory, fulfillment, and the owner’s role
Owner incomeTake-home $35k–$2.73MNet margin-15% to 65%Revenue for target payYear 2: $630kBusiness difficultyHard
Want the six biggest owner-income drivers?
1
Sales volume
$324K-$4.1M
More orders do the heavy lifting here, because fixed overhead stays in place while revenue scales from year 1 to year 5.
2
Product margin
85%-88%
Keeping product and packaging cost low leaves most of each sale to cover overhead and owner take-home.
3
Order value
$76-$124
A higher average order value lifts revenue per checkout without adding the same level of selling cost.
4
Acquisition cost
$12-$15
Lower CAC keeps paid marketing from eating contribution as the budget rises from $60K to $250K.
5
Fulfillment cost
3.3%-4.5%
Packing and 3PL costs matter because fragile orders can turn a good sale into a thin one fast.
6
Cash reserve
$797K
The model hits its lowest cash point near month 14, so weak inventory funding can delay profit and force extra capital in.
Want to test your owner pay?
Owner income calculator
Estimate owner take-home and target-pay gap from revenue, margin, costs, reserves, and target pay.
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Planning note: Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.
Want the deeper storm glass forecast?
It shows revenue, EBITDA, cash, owner pay, breakeven, and assumptions for prices, sales mix, units/order, CAC, repeats, payroll, overhead, fees, and capex; open the FitzRoy Storm Glass Sales Financial Model Template.
Owner-income model highlights
Owner pay chart
Revenue: $324k-$4,065M
EBITDA: -$50k-$2,644M
Cash floor: $797k
Breakeven: month 14
Payback: 30 months
How many storm glasses do I need to sell to pay myself?
For FitzRoy Storm Glass Sales, you need about 4,900 annual orders to cover fixed overhead and payroll, including modeled founder pay of $85k; see How Increase FitzRoy Storm Glass Sales Profits? for the profit levers behind that math.
Quick math
$76 Year 1 AOV
$15 CAC per order
$46 contribution per order
Month 14 breakeven
What changes it
Raise price above $76
Cut CAC below $15
Reduce returns and logistics costs
Protect the $46 contribution
Why can storm glass revenue look stronger than owner take-home?
Revenue looks stronger than owner take-home because it’s the top line, not what’s left after costs. In Year 1, FitzRoy Storm Glass Sales shows $324k in revenue, but EBITDA is -$50k after modeled costs and $85k founder pay; if you want the launch path, see How To Launch FitzRoy Storm Glass Sales Business?. The gap is built into the model: product and packaging cost 150% of revenue, fees and logistics add 50%, marketing adds $60k, and fragile glass can push losses higher if breakage or returns run above plan.
Top-line vs take-home
$324k is revenue, not profit.
-$50k EBITDA means no owner cushion.
Founder pay still gets counted.
Revenue excludes sourcing and shipping.
Cost pressure points
Product and packaging hit 150%.
Fees and logistics add 50%.
Marketing adds $60k.
Breakage and returns can widen losses.
Can a storm glass business replace a full-time income?
Yes, but only if FitzRoy Storm Glass Sales is owner-operated; it does not replace a full-time income as a passive side business. The model assumes an $85k founder salary, with Year 1 EBITDA at -$50k, so funding has to cover pay early on. By early Year 2, EBITDA improves to $95k, and Year 5 reaches $2.644M on $4.065M revenue, so the income case depends on active management, lower payroll, and planned seasonality.
What makes it work
Owner must run daily operations
$85k salary is built in
Year 1 EBITDA is -$50k
Early Year 2 EBITDA reaches $95k
What to plan for
Use funding to bridge early pay
Keep payroll low
Plan for gifting season spikes
Build repeat demand into the catalog
Key Takeaways
Sales growth only pays if CAC stays controlled.
AOV gains must beat pricing-driven conversion loss.
Fragile packing and breakage can erase gross margin.
Cash reserves matter before any owner distributions.
Compare low, base, and high owner-income scenarios
Owner income scenarios
Owner income tracks revenue scale, CAC, and the shift to higher-ticket mix. Year 1 is cash tight at $324k revenue, and Year 5 is much stronger at $4.065M revenue.
Low, base, and high cases show how profit room changes as the model scales.
Scenario
Low CaseCash tight
Base CaseSteady build
High CaseScale upside
Launch model
This is the lower-earning path where revenue stays at $324k, CAC holds at $15, and EBITDA is about negative $50k.
This is the modeled middle path where revenue reaches $1.222M, CAC improves to $13, and EBITDA turns positive at about $441k.
This is the stronger-earnings path where revenue reaches $4.065M, CAC dips to $12, and EBITDA scales to about $2.644M.
Typical setup
The business runs with about $76 AOV, 85.0% gross margin after product and packaging, $60k marketing, and founder pay anchored at $85k.
The business reaches about $95 AOV, 86.4% gross margin after product and packaging, and enough scale to support $140k marketing.
The business supports about $124 AOV, 87.8% gross margin after product and packaging, and $250k marketing behind a premium mix.
Cost drivers
$15 CAC
$60k marketing
low order volume
negative EBITDA
founder salary anchor
$13 CAC
$140k marketing
higher AOV
positive EBITDA
stronger repeat demand
$12 CAC
$250k marketing
premium mix
higher AOV
$2.644M EBITDA
Owner income rangeBefore owner reserves
$85k salaryHigh cash need
$441k EBITDA pathBreakeven month 14
$2.644M EBITDA path30-month payback
Best fit
Use this to stress-test a slow start or tighter cash plan.
Use this as the working plan for a normal launch and a 14-month break-even view.
Use this to test upside if scale comes faster and the business can carry more overhead.
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Planning note: These scenario ranges are researched planning assumptions only, not guaranteed earnings, salary promises, tax advice, or distribution forecasts.
FitzRoy Storm Glass Sales Core Six Income Drivers
Sales Volume
Sales Volume
More storm glass orders can raise owner pay, but only if CAC (customer acquisition cost), fulfillment, and inventory stay under control. The model grows from about 354 orders per month in Year 1 to about 2,726 in Year 5, so volume scales fast. That is good only when each extra order adds contribution after ads, not just more work.
The owner’s income depends on contribution after ads, not unit count alone. Here’s the quick math: more sales help cash flow only if stock is on hand, packing stays accurate, and ad efficiency doesn’t fall as scale rises. If stockouts or rushed packing hit service quality, the next round of sales can cost more than it earns.
Measure Orders, Not Just Revenue
Track monthly orders, contribution per order, and days of inventory on hand. The clean rule is simple: if an order adds profit after ads and shipping, grow it; if it does not, stop and fix the leak first.
Watch orders per month weekly.
Reorder before stockouts hit.
Keep pack-out time stable.
Test ads against contribution.
Build forecasts around the move from 354 to 2,726 orders, then check whether the team can pack, ship, and restock at that pace. If fulfillment slips, breakage and refunds can erase the gain from higher sales volume.
Average Order Value
Average Order Value
Average order value (AOV) is revenue divided by orders. For these storm glass products, it rises from about $76 in Year 1 to about $124 in Year 5 as the mix shifts to higher-priced items and more units per order. That helps owner income because each order carries more revenue, so ad spend and packing cost get spread over a bigger ticket.
The inputs are order count, units per order, product mix, and price by SKU, with prices ranging from $45 to $150. Bundles, gift packaging, and premium designs can lift AOV, but only if conversion holds. If price rises faster than perceived value, orders can fall and the owner may earn less even with a higher ticket.
Test Ticket Growth Without Breaking Conversion
Track AOV beside CAC and gross margin, not in isolation. If AOV rises but CAC also rises, the gain may not reach profit. Watch bundle attach rate, gift-wrap share, and the percent of orders above $100. That shows whether the extra revenue is real or just a price change.
Raise the ticket in small steps and test one change at a time. Premium photos, clear product details, and visible value matter because a weak offer can cut orders and shrink owner pay. The useful rule is simple: keep the higher AOV only when contribution per order stays strong after ad cost and fulfillment.
Fulfillment, Shipping, Returns, And Breakage
Shipping and Breakage
Storm glass is fragile, decorative, and giftable, so shipping, handling, and breakage hit profit fast. In the model, logistics and handling fall from 15% to 11% of revenue, and protective packaging falls from 30% to 22%. Returns and breakage rates are not given, so they should stay editable.
The owner’s income depends on whether each order ships cleanly. If packing fails, gross margin turns into replacement cost and reshipments instead of cash. Here’s the key point: track damage by carrier and SKU, because one weak pack-out can wipe out the gain from higher prices.
Track Damage by Carrier and SKU
Use order data, claims data, and remake cost to keep this line tight. Measure packed cost per order, then compare it with refunds, replacements, and lost margin. That shows the real cash hit, not just the shipping label cost.
Track claims by carrier
Track claims by SKU
Keep breakage rates editable
Test box and insert changes
Price for replacement risk
Here’s the quick math: moving packaging from 30% to 22% and logistics from 15% to 11% only helps if damage stays low. If fragile units keep breaking, the owner pays twice: once to ship it, and again to replace it.
Landed Product Cost
Landed Product Cost
Landed product cost is more than supplier price. For storm glass, it includes sourcing, manufacturing, protective packaging, inbound freight, duties, breakage allowance, and replacements. If the model keeps sourcing at 12.0% to 10.0% of revenue and packaging at 3.0% to 2.2%, gross margin rises from 85.0% to 87.8%.
That matters because fragile glass can turn a small packing miss into a direct hit to profit and cash. A $100 order at 85.0% gross margin leaves $85 before ads, shipping, and overhead; at 87.8%, it leaves $87.80. Small per-unit savings scale fast when orders grow.
Track True Landed Cost Per Unit
Build landed cost from the unit up: supplier price + sourcing + manufacturing + packaging + freight + duties + breakage + replacements. Then watch it by SKU, because one fragile model can need more foam, more replacements, and more cash tied up than another.
Track breakage by SKU and carrier.
Test packaging before scaling ads.
Reprice if cost drifts.
Keep the target in the model: if packaging falls from 3.0% to 2.2% of revenue, the margin gain helps owner pay only if ad spend, freight, and returns stay in line.
Inventory Cash Reserve
Inventory Cash Reserve
This driver is the cash buffer that funds stock before sales cash comes back in. For this model, the first bulk inventory buy is $45k, and early capex items total $109k, so owner pay gets squeezed even when profit looks fine. The big risk is simple: cash gets trapped in stock, supplier deposits, and seasonal demand, not in the bank.
Here’s the quick math: the minimum cash need reaches $797k in month 14. That means distributions should wait until reorder cash and operating reserves are covered. One clean rule: if the next reorder would strain cash, don’t take the draw.
Protect Reorder Cash
Track inventory on hand, lead time, supplier deposit timing, and the cash needed for the next buy. The inputs that matter are units sold, reorder size, seasonality, and how fast cash comes in after shipment. If sales rise but cash does not, owner income falls because the business is funding growth instead of paying distributions.
Use a reserve floor tied to the next purchase cycle, not to profit alone. If the business cannot fund the next reorder plus operating costs without stress, hold back owner pay. Profit can look healthy while cash is locked in stock, so test the reserve monthly and keep a buffer before any draw.
Track reorder cash before taking draws
Hold operating reserves through seasonality
Review cash monthly, not just profit
Customer Acquisition Cost
Customer Acquisition Cost
Customer acquisition cost, or CAC, is what it costs to win one new buyer. For storm glass sales, paid traffic can lift orders, but owner pay only improves when CAC stays below contribution per order after product, packing, and fulfillment. In the model, CAC improves from $15 in Year 1 to $12 by Year 5, even as annual marketing spend rises from $60k to $250k.
The main risk is scaling ads before conversion proves out. If traffic grows faster than the site converts, CAC climbs and cash gets tied up in weak orders. Repeat customers rising from 120% to 250% of new customers can ease blended acquisition pressure, but only if those repeat orders stay profitable after shipping and breakage.
Lower CAC Before You Scale
Track marketing spend, new customers, conversion rate, repeat purchase rate, and contribution per order. The quick math is simple: CAC = ad spend ÷ new customers. If CAC rises while contribution per order stays flat, owner draws shrink fast. Keep paid traffic tests small until one order clearly covers the variable cost to serve.
Use repeat buyers to spread acquisition cost across more revenue. If repeat demand grows, blended CAC falls without needing as many fresh clicks. But if conversion weakens or returns rise, pause spend and fix the funnel first. The rule is blunt: do not scale ads until CAC is below contribution per order.
