How Much Does An Oxygen Plant Owner Make? $308M Year 1 Revenue
An oxygen plant owner’s income depends on utilization, customer mix, power cost, delivery routes, financing, and reserves Using the provided assumptions, Year 1 revenue is $308M, gross margin after listed production costs is about 877%, and EBITDA before owner pay, debt service, taxes, reserves, and any unlisted overhead is about $230M That is planning capacity, not guaranteed take-home pay Actual owner income should be set after debt payments, maintenance reserves, compliance needs, and reinvestment
Owner income$1.47MNet margin47.7%Revenue for target pay$3.08MBusiness difficultyHard
Want to test your oxygen plant 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. Actual owner income is not guaranteed and depends on revenue, margins, payroll, taxes, debt, and owner distributions; it is not tax advice or salary advice.
How do you pressure-test owner income in an Oxygen Plant model?
Use the Oxygen Plant Financial Model Template after income estimates to test pricing, capacity, contracts, electricity, delivery routes, financing, reserves, and owner pay. The dashboard should track revenue, gross profit, EBITDA, cash before owner pay, and reinvestment capacity.
What should the checks cover?
Units, prices, cost of goods sold (COGS)
Per-unit, variable, fixed costs
Year 1 $308M vs Year 5 $1,074M
How much can an oxygen plant owner pay themselves?
An Oxygen Plant owner can pay themselves only after operating costs, debt service, reserves, taxes, and retained cash are covered; see What Is The Current Growth Trajectory Of Oxygen Plant's Market Share? before setting pay against cash flow. Year 1 EBITDA, meaning earnings before interest, taxes, depreciation, and amortization, is about $230M before owner pay, but that is not salary.
Pay Order
Pay plant operating costs first
Cover debt service next
Fund reserves before take-home
Keep retained cash for growth
Owner Take-Home
Operator-owner may take payroll
Absentee owner relies on distributions
Hiring a manager reduces take-home
Separate salary, distributions, retained cash
What oxygen plant costs change owner income most?
Electricity moves owner income most in an Oxygen Plant, because it touches every unit sold; Year 1 power can run 25% to 40% of revenue, and the margin changes by product. For the cost breakdown behind that, see What Is The Estimated Cost To Open And Launch An Oxygen Plant Business?; compressor efficiency, testing, maintenance, cylinder handling, and delivery also scale with volume, so no single margin fits medical, industrial, high purity, portable, or rental work.
Main income drivers
Electricity hits every sale.
25% to 40% of revenue.
Compressor efficiency changes power use.
Testing and maintenance add drag.
Product mix matters
Industrial bulk shows $14.00 COGS.
Medical cylinders show $2.10 COGS.
Cylinder handling scales with volume.
Delivery costs change with distance.
Is an oxygen plant profitable after risk and scale?
Yes—an Oxygen Plant can be profitable under the provided assumptions, but only if contracted demand, uptime, compliance, delivery, and cash reserves all hold. Revenue rises from $308M in Year 1 to $1,074M in Year 5, and listed gross margin stays near 88%. But risk is real: customer concentration, downtime, financing, regulatory costs, and the owner’s role can wipe out the paper profit; positive EBITDA, or operating profit before debt, tax, and plant wear, is not owner take-home, so expansion should follow signed demand, not just spare capacity.
Profit drivers
$308M Year 1 revenue
$1,074M Year 5 revenue
88% listed gross margin
Signed demand supports volume
Main risks
Customer concentration can hurt fast
Downtime cuts output and cash
Compliance adds cost and delay
EBITDA is not owner cash
Want to see the oxygen plant income drivers?
1
Plant Utilization
$3.1M-$10.7M
Track utilization rate; moving from Year 1 output to Year 5 output lifts revenue from about $3.1M to $10.7M and spreads fixed cost.
2
Contract Mix
87.7%
Track product and contract mix; more industrial bulk and high-purity volume raises margin because the mix shifts away from lower-ticket rental work.
3
Selling Price
$35-$300
Track average selling price; a small price lift across cylinders, bulk, and rentals flows straight into owner income.
4
Production Efficiency
5%
Track direct cost per unit; electricity, labor, testing, and wear are about 5% of revenue in Year 1, so better uptime protects EBITDA.
5
Delivery Logistics
1.2%-2.0%
Track delivery cost as a share of sales; storage, tank handling, and routes can push logistics from 1.2% to 2.0% and trim cash.
6
Overhead Load
$205K/mo
Track monthly fixed burn; about $205K a month for overhead, compliance, financing, and reserves sets the break-even floor.
Oxygen Plant Core Six Income Drivers
Plant Utilization
Plant Utilization
Utilization is the share of available plant capacity that becomes sold oxygen. Empty capacity makes no cash, but rent, base utilities, compliance, and equipment risk still run, so owner pay gets squeezed when uptime falls. Year 1 volume totals 27,500 units: 15,000 medical cylinders, 8,000 industrial bulk units, 2,000 high purity units, 1,500 portable units, and 1,000 rentals.
Here’s the quick math: more sold units spread fixed overhead over more output, which protects gross margin and cash flow. The trap is assuming full-capacity sales without contracts; if demand or uptime misses plan, the plant can look busy but still leave the owner short on distributable profit.
Track Capacity Before You Scale
Build the forecast from units sold by product, available capacity, and uptime. Use contracted volume first. Track the 27,500-unit Year 1 mix weekly so you can see where cylinders, bulk, high purity, portable, or rentals are underfilled.
Sold units by product
Plant uptime hours
Unused capacity
Contracted versus planned volume
One line to remember: idle capacity still costs money. If uptime slips, the same rent, power, and compliance load gets spread over fewer units, and that cuts the cash left for debt service and owner draw.
1
Customer And Contract Mix
Customer And Contract Mix
Customer mix is a cash mix. Medical oxygen contracts, industrial bulk buyers, distributors, welding shops, and emergency demand can all carry different prices, payment terms, testing needs, and delivery patterns. In Year 1, $224M of $308M total revenue comes from industrial bulk, or about 72.7%, so one segment can move owner income fast. Strong contracts also smooth volume and reduce swings.
Track the mix by segment
Split sales by customer type and watch price, days to collect, test cost, and delivery frequency. Medical sales need licensing, testing, and compliance, so they should carry that cost in the price. The quick test is simple: if a segment lifts utilization and cash speed without hurting margin, it deserves more capacity. If it adds delays or weak terms, it drags take-home pay.
Revenue share by customer type
Gross margin by contract
Days sales outstanding
Test and delivery cost
2
Oxygen Selling Price
Oxygen Selling Price
The price you actually realize per unit is a direct revenue lever. In Year 1, pricing can range from $25 for a tank rental to $280 for an industrial bulk unit, with $35 medical cylinders and $120 portable oxygen units. That spread means mix matters as much as volume.
Estimate it with unit volume, product grade, delivery format, contract length, and local competition. Average realized price is the key metric, not sticker price. If urgency or short contracts lift price, revenue rises; if discounting wins volume, cash flow can fall even when plant use stays high.
Track net price, not list price
Build pricing by customer type and product line, then measure net price per unit after discounts. Compare it to power, labor, and delivery so you know which sales actually pay the owner.
Track net price by product.
Test contract length and urgency.
Watch discount and delivery costs.
A cleaner contract at a slightly lower volume can still improve owner pay if it cuts churn, bad debt, and rush delivery. Treat these prices as market assumptions, not fixed national rates.
3
Power And Production Efficiency
Power and Production Efficiency
Electricity is a direct margin lever in an oxygen plant, but it is not the whole cost stack. Listed electricity production costs run at 25% to 40% of revenue, and per-unit electricity can range from $0.80 to $8.00 depending on the product. On $308M of revenue, that implies roughly $77M to $123M in power cost before other operating items.
The real driver is uptime plus how compressors, generators, and purification equipment are loaded. If uptime slips, output drops and sales fall, but fixed costs still run. That means owner cash flow gets hit twice: lower revenue and weaker margin on each unit sold.
Track Cost Per Unit
Measure electricity by product line, not as one blended number. Track cost per unit, uptime, and units sold versus available capacity for medical cylinders, industrial bulk, high purity units, portable units, and rentals. If one line burns more power, price it to cover that load instead of spreading the cost across every sale.
Use a weekly forecast that ties expected output to electricity spend. Test compressor and purification runs, schedule maintenance before failures, and flag downtime fast. The goal is simple: protect revenue density so each kWh supports as many saleable units as possible, and more of the gross margin can reach owner pay.
4
Cylinder, Storage, And Delivery Logistics
Cylinder Delivery Cost
This driver covers cylinder inventory, filling labor, testing, storage, route density, vehicle cost, and delivery frequency. In Year 1, delivery charges and logistics are 20% of revenue, or about $616k, before extra route problems. If routes are scattered, owner take-home drops fast because mileage, labor, and handling costs rise even when sales do not.
Cylinder wear, valves, seals, cleaning, and inspection also cut unit margin. Dense routes matter most: fewer stops per mile spread fixed delivery cost over more revenue, while low-drop runs can turn a good sales month into weak cash flow.
Route Density And Fill Control
Track drops per route, cost per delivery, cylinder turnaround time, and inspection failure rate. Those four inputs tell you whether logistics is protecting profit or eating it. A route with higher stop density should cost less per unit moved, which leaves more cash for debt service and owner pay.
Use simple controls: plan fills by zone, bundle repeat customers, and flag any route that needs extra miles or re-delivery. If logistics stays near 20% of revenue, the business is carrying about $616k of annual drag before wear-and-tear or spoilage-type losses, so even small routing gains matter.
Measure revenue per stop.
Price long routes separately.
Cut empty backhauls.
Track cylinder loss and damage.
5
Fixed Overhead, Compliance, Financing, And Reserves
Fixed Overhead and Owner Cash
Positive EBITDA (earnings before interest, taxes, depreciation, and amortization) still does not tell the owner what they can take home. The listed fixed items alone total $43k/month from $15k plant lease, $3k office rent, and $25k base utilities, or $516k/year. The note also flags $205k/month before unlisted items. Add compliance, insurance, quality testing, debt service, and reserves, and cash available to draw can drop fast.
Track Cash After Debt
Build a monthly cash waterfall from revenue to owner draw: operating costs, compliance, insurance, quality testing, debt service, maintenance reserves, then reinvestment. Track cash after debt and reserves, not just EBITDA, because fixed overhead hits every month even when output slips. What this estimate hides is timing: late customer payments can leave the plant “profitable” on paper but short on cash.
Separate reserve accounts.
Review fixed costs monthly.
Test debt coverage quarterly.
Watch compliance cost per unit.
6
Compare lean, base, and high oxygen plant owner income scenarios
Owner income scenarios
Owner income moves with utilization, product mix, power cost, and delivery load. Low, base, and high cases show how much cash stays after fixed overhead, reserves, and debt service.
Compare downside, base, and upside owner income.
Scenario
Low CaseDownside case
Base CaseBase case
High CaseUpside case
Launch model
Lower utilization and a weaker mix keep owner income tight.
Year 1 assumptions support the modeled base income path.
Stronger utilization pushes owner income toward Year 5 scale.
Typical setup
The plant runs below Year 1 volume, with more lower-margin sales, higher power cost, higher delivery cost, and heavier reserves before owner pay.
The plant runs at Year 1 volume and pricing, with about $3.08M revenue, about 87.7% gross margin, and EBITDA of $1.47M before owner pay.
The plant reaches Year 5 volume, with about $10.74M revenue and EBITDA of $7.46M before owner pay.
Cost drivers
Lower utilization
weaker product mix
higher power cost
higher delivery cost
heavier reserves
Year 1 volume mix
stable pricing
87.7% gross margin
5% variable costs
steady overhead
Higher utilization
Year 5 volume
stronger mix
stable pricing
lower unit overhead
Owner income rangeBefore owner reserves
Near break-evenThin cash
$1.47MModel case
$7.46MScale upside
Best fit
Use this to stress-test cash needs and downside owner draw capacity.
Use this for lender talks, staffing, and a realistic owner draw plan.
Use this to test upside owner income if scale and throughput land on plan.
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Planning note: Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions.
