How Much a LEED Construction Owner Makes on $60M First-Year Revenue
You’re trying to separate big construction revenue from real owner take-home In the researched first-year case, this LEED certified construction company completes 6 projects, books $600M in revenue, carries a $180K owner salary, and shows $542M before reserves, debt, taxes, and unlisted base construction costs
Owner income$180K salaryNet margin90%–92%Revenue for target pay$200KBusiness difficultyHard
Want to test your LEED construction owner income
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; actual owner income depends on revenue, margins, payroll, debt, and reserve needs.
Can you check owner income in the LEED Certified Construction financial model?
Do LEED construction projects have higher profit margins
If you’re pricing a LEED Certified Construction job, margins can be higher, but only when the price premium beats the added cost and coordination load; see the cost base in How Much Does It Cost To Open, Start, Launch Your LEED Certified Construction Business?. Direct LEED cost assumptions run about 28% to 39% of revenue by project type, and per-project fees can range from $27K to $445K, so higher revenue does not automatically mean higher owner take-home.
Where margins can improve
Luxury residences:39% listed cost share.
Retail centers:28% listed cost share.
Higher pricing can offset extra effort.
Clean estimating protects profit fast.
What cuts margin
Change orders can erase the premium.
Commissioning adds time and cost.
Documentation increases coordination load.
Field execution drives the final margin.
Is a LEED construction business profitable to scale
Yes—LEED Certified Construction can scale profitably, but growth usually tightens cash before it improves owner distributions. Moving from 6 projects and $600M revenue to 15 projects and $1,755M revenue shows the top line can expand fast, while Senior Project Manager and LEED Accredited Professional staffing both rise from 10 to 20 FTE. Visible payroll also grows from $420K to $660K, so bonding, retainage, working capital, labor availability, schedule delays, and reserve needs become the real bottlenecks.
Scale adds revenue
6 projects becomes 15 projects.
Revenue rises from $600M to $1,755M.
Senior Project Manager staff doubles to 20 FTE.
LEED Accredited Professional staff doubles to 20 FTE.
Cash gets tighter
Payroll grows from $420K to $660K.
Bonding can limit project starts.
Retainage slows cash collection.
Profitable jobs can still trap cash.
How much money can a LEED certified construction company owner make
A LEED Certified Construction owner can show $180K in annual pay in an owner-operated model, but company revenue is not owner income; see What Is The Most Critical Indicator Of Success For LEED Certified Construction? for the operating KPI lens. In the larger commercial model, revenue reaches $17.55M across 15 projects, with $660K visible payroll, but distributions depend on reserves, debt, taxes, retainage, reinvestment, and missing labor, material, and subcontractor costs.
Owner Pay
$180K CEO/project director salary
$420K small-team first-year payroll
$660K larger-model visible payroll
Payroll is not profit
Cash Limits
15 projects in larger model
$17.55M modeled revenue
Retain cash for working capital
Retained cash is not income
Want the six main LEED construction income drivers
1
Project Volume
6-15
Going from 6 jobs in year 1 to 15 by year 5 is the biggest revenue swing.
2
Contract Value
$100M-$117M
A move from about $100M to $117M per contract lifts take-home faster than small fee changes.
3
Gross Margin
96%-97%
The listed direct LEED costs stay in the low single digits, so most contract value reaches profit before base build costs.
4
Project Mix
5 types
Offices, homes, schools, retail, and warehouses carry different cost stacks, so mix can push margin up or down.
5
Crew Load
5.5-12 FTE
Headcount grows from 5.5 to 12 FTE, so utilization and subcontractor control decide how much revenue stays in house.
6
Cash Need
$2.3M
The model shows $2.3M minimum cash, but reserve %, debt service, retainage, and full base construction costs are not shown.
LEED Certified Construction Core Six Income Drivers
Project volume and average contract value
Project Volume and Contract Size
This driver sets the revenue ceiling before margin work even starts. In year one, 6 completed projects and $600M of revenue imply a $100M average contract value; in a mature year, 15 projects and $1,755M imply $117M per job. So owner income rises when the firm closes more large jobs and keeps them moving.
This includes awarded projects, contract size, billing pace, and closeout timing. One delayed $200M public school can move owner cash more than several smaller jobs, because a single slip can hold back a major bill. Capacity depends on scheduling, bonding, project managers, field supervision, and delivery quality.
Track Job Count and Billable Value
Measure this driver as completed projects × average contract value. Watch the pipeline by job size, start month, and expected cash collection, not just signed revenue. If either project count or average contract value falls, take-home pay usually follows because the revenue cap drops first.
Track awarded jobs by contract value.
Track start dates and billing milestones.
Track bonding and PM capacity.
Track delayed jobs and retainage.
Protect cash by matching workload to project managers and field supervision. Keep one large public job from crowding out smaller billable work. Tie owner draws to collected cash, because booked revenue does not pay anyone until the work is billed and collected.
1
LEED construction gross margin
LEED Gross Margin
Gross margin is what turns project revenue into money the owner can actually keep. Here’s the quick math: $212M of direct LEED costs on $600M of revenue is a 35.3% direct cost ratio, leaving $388M before labor, overhead, reserves, and base construction costs. That gap is where owner pay is made or lost.
Project mix changes the margin fast. Direct cost assumptions range from 28% for retail centers to 39% for luxury residences. A heavier luxury book needs tighter pricing, cleaner scope control, and faster change-order signoff, or the paper margin can shrink before cash reaches the owner.
Track Cost-To-Complete
Build each bid from contract value, LEED documentation fees, commissioning, energy modeling, material tracking, testing, and audit labor. Then compare planned direct cost to actual cost every month. If estimate error, material changes, labor overruns, weak change-order control, or subcontractor gaps show up, gross margin drops and owner distributions get smaller.
Track estimate versus actual weekly.
Require signed change orders first.
Watch subcontractor coverage on every job.
Flag jobs outside the 28% to 39% band.
2
Client and project mix
Client and project mix
This driver is about which clients you choose, because mix changes how fast cash comes in and how much margin survives closeout. Here’s the quick math: the first-year mix totals $600M across a $200M public school, $150M office, $100M retail center, $80M eco warehouse, and two $35M homes. One large job can move owner cash more than several smaller ones.
Public and institutional work can be big, but they usually collect slower, so retainage and progress billing matter. Private commercial work can pay faster, but scope control has to be tight or change orders eat the gain. Residential jobs are smaller, but custom finishes can push labor and subcontract costs up fast, which lowers distributable profit and can delay owner pay.
Track mix by cash and margin
Measure the mix by gross margin, days sales outstanding (DSO, how long customers take to pay), and change-order rate by project type. If the $200M school carries slow billing, it can strain working capital even when revenue looks strong. The real target is cash after direct costs, not just booked contract value.
Track margin by client type.
Track billing lag and retainage.
Track scope creep per job.
Use project gates: accept public work only with milestone billing, keep commercial scopes locked before mobilization, and price residential customization separately. If mix shifts toward more custom homes, build in extra fee for drawings, approvals, and rework. That protects owner draw by keeping schedule, billing, and margin aligned.
3
Labor and subcontractor costs
Field labor and subcontractors
Labor and subcontractor cost is the field spend that turns a signed contract into real profit: crew pay, subcontracted trades, supervision, rework, and schedule drag. Visible payroll is $420K in year 1 and $660K in the mature year, while Senior Project Manager and LEED Accredited Professional staffing each rises from 10 FTE to 20 FTE. Direct labor and subcontractor assumptions are missing, so take-home is not knowable until those costs are added.
Realized profit gets hit after the deal is won. If field execution is weak, rework, poor supervision, and schedule slips burn cash, delay billing, and cut owner draw. One clean line: booked revenue does not pay the owner if the job runs hot on labor.
Track job cost weekly
Track each job’s labor hours, subcontractor invoices, rework hours, and schedule variance by phase. Use job costing, meaning project-level spend versus budget, so you can spot overruns early. If a trade starts drifting, tighten change-order approval and supervision before the cost lands in payroll or closeout.
Build bids with explicit labor and subcontractor allowances, not just revenue targets. With payroll moving from $420K to $660K and staffing rising from 10 FTE to 20 FTE, even small misses can eat owner pay. Keep a cash buffer until labor is settled and closeout is billed.
4
LEED certification and documentation costs
LEED Documentation Cost Load
This driver is the cost of proving the job meets LEED rules. It includes certification fees, commissioning, energy modeling, material tracking, compliance reporting, testing, and audits. Per-project fees run from $27K on retail centers to $445K on eco warehouses, so paperwork can move gross margin as much as site work.
It also supports pricing power, because clients pay for the certification path, not just the build. If LEED and green costs land at 28% to 39% of revenue, a $100M project carries $28M to $39M in cost before overhead. Strong documentation protects margin; weak paperwork can delay billing and closeout.
Track the Paper Trail
Build the estimate from project revenue, project type, and the count of submittals, tests, and audits. Then tag every fee, model, and report to the job so you can see whether the file load is running above the 28% to 39% range. One clean rule: if the paperwork is late, the cash is late too.
Track LEED cost by project.
Bill after approved submittals.
Close files before final invoice.
Late material logs or compliance files can push final billing back even when the field work is done. That slows owner pay, ties up working cash, and turns a finished project into a profit that still has to wait.
5
Overhead, reserves, and working capital
Overhead, reserves, and working capital
Profitable LEED work can still limit owner pay when cash is trapped. Fixed overhead runs $187K per month, or $2.244M per year, and owner salary is $180K. Variable marketing and consulting costs start at 50% of revenue and fall to 35% in the mature year, so early cash stays tight even when backlog looks strong.
This driver also includes reserves, retainage, debt service, and bonding cash, but those amounts are not supplied. So distributions should wait until job cash, closeout costs, and working capital are covered. One slow pay app or unpaid punch list can block payroll, vendors, and owner draws even after a project is technically profitable.
Track cash before owner pay
Track monthly cash, not just profit. Build working capital from revenue, billings, retainage, closeout costs, overhead, salary, and variable marketing and consulting spend. If cash on hand cannot cover $187K overhead plus $180K salary and near-term project outflows, hold distributions.
Billings versus collections
Retainage held back
Closeout and punch-list costs
Reserve cash balance
Debt service and bonding cash
Test whether marketing and consulting can move from 50% of revenue toward 35% without hurting bids. The goal is free cash after reserves, not just paper margin. If collections lag, owner income should come last.
6
Compare lean, base, and high LEED construction owner income scenarios
Owner income scenarios
Owner income changes with project count, contract value, and delivery cost. These cases show the first-year floor, the model case, and the stronger upside path.
Low, base, and high owner income cases for planning.
Scenario
Low CaseLow Case
Base CaseBase Case
High CaseHigh Case
Launch model
This is the lower earnings path if the first-year project mix stays tight and overhead stays visible.
This is the modeled middle case with steady project flow and the standard owner salary plus distributions.
This is the stronger earnings path if project count, pricing, and delivery scale faster.
Typical setup
First-year model with 6 projects, $600M revenue, $100M average contract value, and about $542M before reserves, debt, taxes, and unlisted base build costs.
Modeled at 10 projects, $1.005B revenue, and about $920M before reserves, debt, taxes, and unlisted base build costs.
Modeled at 15 projects, $1.755B revenue, and about $1.624B before reserves, debt, taxes, and unlisted base build costs.
Cost drivers
Project count
contract size
visible payroll
reserves and debt
unlisted base build costs
Project count
contract value
payroll load
reserves and debt
unlisted base build costs
Project count
contract value
delivery scale
reserves and debt
unlisted base build costs
Owner income rangeBefore owner reserves
$180K salary + lower distributionsLow Case
$180K salary + mid distributionsBase Case
$180K salary + higher distributionsHigh Case
Best fit
Use this to stress-test a slow start with thin owner upside and no extra cash cushion.
Use this as the core planning case for normal execution and steady deal flow.
Use this to test upside if the firm lands more work and keeps execution tight.
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Planning note: These scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
